Organisations benefit from decisions that rest on clear insight and well-defined priorities. I created these articles to share practical perspectives from my work in strategy, market and innovation. They highlight patterns that influence decisions and show how insight can shape stronger direction. My coaching work supports the same aim. To help leaders navigate complex choices with clarity and structure. If you want support in these areas, you are welcome to get in touch.

There are recurring patterns in organisations that struggle with direction. 1. Internal beliefs outweigh verified insight Strategic choices are frequently shaped by internal views that have never been tested. This leads to initiatives and investments that rest on assumptions rather than evidence. When insight is fragmented, decision-making becomes less stable. 2. A product-first mindset narrows the view of the market Companies with a strong product legacy often rely on what t

Market assessments and forecasts are frequently presented as analytical outputs. At senior level, their primary role is to support judgement, prioritisation, and risk awareness in complex decisions. Leadership teams rely on these tools to create shared understanding, frame trade-offs, and move decisions forward under uncertainty. What strong analysis looks like at executive level High-quality market assessments and forecasts share a number of characteristics that matter to se

Market assessment and forecasting are critical inputs to strategic decisions in pharma and med-tech. Investment choices often involve high uncertainty, long timelines, and significant organisational exposure. Senior leaders need insight that supports judgement, alignment, and accountability. A well-structured assessment provides a shared understanding of opportunity, risk, and trade-offs. A credible forecast translates that understanding into scenarios that can be discussed,

Many organisations describe their customers through segments, personas or funnel stages. These perspectives can be useful, yet they often stay abstract and disconnected from everyday decisions. What tends to improve decision quality is a clearer understanding of how customers actually move through interactions over time and how the organisation is experienced across those moments. A customer journey captures this movement. It shows how people encounter an organisation, how th

Most organisational change I encounter starts similarly. Something that once worked well has begun to create friction. Growth has added complexity. Priorities have multiplied. Decision-making takes longer than it should, and alignment requires more effort than before. Leaders sense that the organisation is moving, yet not always in the same direction. Change is rarely triggered by a single event. More often, it emerges from a growing awareness that the current way of working

Strategic decisions shape direction, investment and focus. When these decisions rely on incomplete insight, uncertainty increases and priorities become harder to defend. Customer insight plays a central role in reducing this uncertainty by grounding strategy in how markets and people actually behave. This article explains how customer insight strengthens strategic choices and where organisations often struggle to use it effectively. What customer insight really contributes Cu

Strategic work often advances under time pressure. Leaders must choose where to focus, which markets to prioritise and how to allocate resources. In this pace, organisations lean on assumptions that feel familiar or intuitive. These assumptions influence direction and shape investments, yet they rarely reflect real customer behaviour or market movement. This article examines the most common assumption traps and outlines how organisations can strengthen their insight base to r

Many organisations carry a strong legacy of product thinking. This can support craftsmanship and technical expertise, yet it also creates limits in how strategic choices are made. When the primary focus rests on the product, the broader market context becomes less visible. Over time this reduces the organisation’s ability to respond to real demand patterns and emerging behaviours. A customer-centric strategy takes a different view. It relies on understanding needs, usage and