Let me tell you what I’ve learned from three decades in the trenches with founders, boards, startups, corporates and every type of business in between:

It’s not the big, shiny stuff that derails a business. It’s the things we don’t want to look at.

I’m talking about the stuff under the hood — the stuff that feels too hard, too awkward, too emotional – or just too far down the to-do list. We all know how to post the wins. But when it comes to asking the hard questions — the ones that make your stomach drop and your brain squirm — suddenly the inbox looks very appealing.

Here’s the truth:

The best businesses I’ve worked with aren’t the ones who got everything right. They’re the ones who were brave enough to face the hard stuff, early and often.

That’s where the shift happens — not when you scale, or sell, or hit a revenue goal — but when you say, “We need to talk about what’s really going on.”

The problem is, most people don’t know how to have those conversations.

They either:

• avoid it entirely until it blows up, or

• try to DIY it with an off-the-shelf template and a prayer.

But there’s no shortcut to clarity. You’ve got to create the space, the structure, and the support to dig deep — safely, constructively, and with someone who’s not afraid to call it like it is. 

I’m not here to run your business for you — I’m here to walk alongside you while you get clear on where you’re going and what it’ll take to get there.

Yes, that might mean preparing your business for sale.
Yes, that might mean resetting your entire leadership approach.
And yes, it may be uncomfortable, but on the other side?

There’s stability, alignment, real growth. The kind that doesn’t rely on duct tape, hope, or 2am emails.

If you’re feeling the stretch between growth and grounding, chaos and clarity, don’t ignore it, get under the hood. Ask the hard questions and if you’re ready to be brave enough to answer them, I’m right here.

Māia ki ngā hua (Be brave in the results)