One of the epiphanies I had as a strategy team leader was when I realized the way I had been managing some of the people on my team was not just unhelpful to their skills development, but was actively thwarting it. Maybe you’ve seen this: a strategist is the primary resource on a project and they struggle a bit with it. They’re not comfortable with the ambiguity, and maybe are having a hard time envisioning their process, and the end goal. So their manager leans in and tells them what to do in order to keep the project on timeline.

Today I’m formally launching The Strategy Coach Company, a business I’ve been actively building for a year and preparing for a few decades longer. I deliberately chose a descriptive name because a coaching service aimed at agency strategists (and people with similar roles) doesn’t seem to exist, until now. What we do here might not be obvious if I chose a suggestive name like UpStrat or Deckr, or an abstract name like Brize or Keanu.