In a world reshaped by AI, rising complexity, and shifting expectations, strategy can no longer be a static plan refreshed every few years. It must become an emergent process, one that learns, adapts, and moves at the speed of change.

That’s the essence of Growth Orienteering, the approach we created at Vibrance to help executive teams navigate strategy as an ongoing journey, rather than a one-time event. Drawing on 20+ years of strategic advisory experience and strategy tools I co-created like the Growth Map, and the Disruption Risk Assessment, I help leaders design adaptive strategies that combine long-term ambition with near-term action.

Growth Orienteering unfolds across three distinct but interconnected phases:

Growth Ambition

Create clarity on your current business model, assess disruption risks, and map potential growth opportunities within and beyond your core.

Growth Strategy

Prioritise high-potential opportunities, validate future business models by testing key assumptions, and design the operating model changes required to support growth.

Growth Realisation

Plan for execution, enable your people to lead growth initiatives successfully, and track real impact, making evidence-based decisions to persevere, pivot, or stop.

More than a one-off exercise, Growth Orienteering transforms the traditional strategic cycle in an emergent process to anticipate disruption and seize the opportunities for transformation and growth.

It helps leadership teams tackle the big challenges ahead, and build more adaptive, resilient organisations.

Innovation readiness is at an all-time low at the exact time when innovation opportunities created by AI and other Tech trends are at an all-time high.

I help leadership teams shift from innovation as activity to innovation as capability. That means clarifying how innovation contributes to strategy realisation, assessing current innovation readiness, and designing the interventions required on innovation portfolio, programs and culture required to make innovation a lever for growth and resilience.

My approach is based on years of hands-on experience in large organisations and leads to concrete improvements of:

Explore portfolio

Adapt your innovation process and portfolio to balance efficiency, sustaining, and transformative innovation according to your strategic objectives.

Innovation programs

Evaluate and improve innovation programs so they lead to real strategic outcomes.

Exploration culture

Identify and overcome key blockers in leadership behaviours, organisational design, and innovation practices to unlock innovation.

In today’s world, building innovation capability also means leveraging AI to deliver efficiency gains, create the next generation of products/services, and explore transformative business models answering new emerging needs. I help organisations to integrate AI into their innovation practice - responsibly and effectively - so they can thrive in a future where humans and AI agents innovate together.

For senior leaders driving bold change, it can be lonely at the top. I partner with courageous executives who are ready to challenge the status quo, lead with clarity, and stay anchored in what truly matters.

My support focuses on three critical conversations that shape transformative leadership today:

Strategy

A sounding board to help you think through complex strategic challenges , framing the right questions, exploring emerging trends, connecting patterns, and working toward clarity and action.

Innovation & AI

An innovation partner who helps you navigate new tools, technologies, and emerging possibilities, including how to use AI responsibly for efficiency gains or transformative explorations.

Purpose

A reflective space to explore your purpose - personal, team, or organisational - and reconnect with the values and ambitions that guide your leadership.

This work is about creating space to think, reframe, and act with intention. Sometimes it happens in a boardroom. Sometimes on a walk. Always in service of unlocking your leadership potential.

“I figured I couldn’t be fired on my first day.”

– Paul Polman (after he scrapped the FTSE 100 company’s quarterly earnings reports on his first day as Unilever CEO in 2009)

If you’re ready to lead in full alignment with your values and ambitions - and want a conversation partner who explores that path with you - let’s talk.