Selected work / 12 studies
ACCESS ≠ ACTIVATION
How do you turn premium access into experienced value before momentum fades?
ENTER THE CASE →CASE 02 / OperationsDON’T DUPLICATE THE STORE. DUPLICATE THE DECISION RULES.
Can demand, inventory, labor and growth operate as one system?
ENTER THE CASE →CASE 03 / Capital StrategyEVERY OPTION WORKS. YOU CAN STILL CHOOSE WRONG.
When capital is limited, which financially viable project creates the strongest value?
ENTER THE CASE →CASE 04 / Global StrategyONE GLOBAL STRATEGY. FIVE DIFFERENT CONTEXTS.
What stays consistent—and what must adapt—across Japan, Argentina, Germany, Canada and Turkey?
ENTER THE CASE →CASE 05 / EntrepreneurshipBUILD, BUY, OR FRANCHISE?
Don’t start with the business. Start with the tradeoffs.
ENTER THE CASE →CASE 06 / LeadershipSTRONG LEADERSHIP ISN’T KNOWING EVERYTHING.
It’s knowing how to learn, interpret evidence and change your own operating system.
ENTER THE CASE →CASE 07 / Product + Go-to-MarketBUILD THE BRIDGE.
How do you position a literacy product so personalization supports reading rather than replacing it?
ENTER THE CASE →CASE 08 / Service Design + ConsultingCAN YOU ACCESS THE ACCESS?
How should a consultant examine whether the process around an essential accessible service creates additional access burden?
ENTER THE CASE →CASE 09 / Business StrategyDOES THE STRATEGY HOLD UNDER PRESSURE?
A differentiation strategy matters most when operating conditions stop being ideal.
ENTER THE CASE →CASE 10 / Product StrategyWHAT SHOULD THE MVP SOLVE FIRST?
Relocation is not one decision. It is a system of dependent decisions.
ENTER THE CASE →CASE 11 / Managerial AccountingTHE PRICE IS BELOW COST. SHOULD YOU STILL SAY YES?
A full-cost number can answer the wrong management question.
ENTER THE CASE →CASE 12 / Market ValidationTHE MARKET IS GROWING. DOES THAT MEAN YOU SHOULD BUILD?
Opportunity is not validation.
ENTER THE CASE →