01 — HOME
Something doesn't
add up.
That's usually where I start.
I diagnose complex organizational and business problems, identify what is actually driving them, and turn the diagnosis into mechanisms that can actually run.
02 SELECTED EVIDENCE
Observed change, held to its context.
A small selection of source-backed observations. Each value is tied to a case record and shown with its evidence status.
03 PROBLEM RECOGNITION
The signal appears before the diagnosis.
A missed outcome. A pattern that repeats. A rule that changes the wrong behavior. These are often the first clues that the visible problem is not the real one.
Your best people become more valuable — and then leave.
A retention, incentive and organizational-behavior question.
Trace related evidence02HQ policies are coherent, but they do not produce the intended behavior in China.
A localization, governance and behavior-design question.
Trace related evidence03Departments complete their KPIs, but nobody owns the end-to-end result.
A cross-functional ownership and operating-model question.
Trace related evidence04 FEATURED CASES
Different situations. The same discipline of evidence.
These records span operating systems, strategic judgment, retention and organization design. Their outcomes and implementation boundaries are deliberately not the same.
When service knowledge lived only in people's heads.
As information moved through the organization, incident context could be lost. Parts requests could reach the warehouse without the operational urgency behind them.
Open case recordWhen growth is not the same as demand.
The expansion decision risked treating a post-lockdown sales surge as durable demand despite a narrowing core-demand base, a wedding-occasion-concentrated portfolio, and weaker brand awareness than established domestic competitors.
Open case recordWhen developing talent meant losing it.
Developed top-performing salespeople were leaving. In one cohort of approximately 10 top-performing salespeople, 8 eventually left.
Open case recordWhen shared resources stopped being shared.
Engineering resources assigned to individual business units had gradually become difficult to move across the organization, while business units competed for scarce specialists.
Open case record05 HOW I WORK
A diagnosis is only useful when it can run in the real world.
Locate the mismatch: what looks normal, but does not add up?
Move from the visible complaint to the problem that must actually be solved.
Test the variables, incentives, rules and information flows driving the outcome.
Turn a diagnosis into a mechanism that can work under real conditions.