Request an Alignment Assessment →
You’re accountable for outcomes you don’t fully control
Meetings don’t produce clean decisions
Alignment is assumed instead of explicit
Pressure is rising, yet the problem isn’t obvious yet
A clear diagnosis of where shape is slipping
Whether action is needed now
What restoring clarity would require
If alignment, decision clarity or cross-functional accountability feels like a drag on your growth, let’s talk.
No obligations. No long forms. Just clarity on next steps.
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Let's talk.
If alignment, decision clarity or cross-functional accountability feels like a drag on your growth, schedule a call.Following our conversation, I'll send notes and a proposal for your review.There are no obligations, no long forms. Just clarity on next steps.
The Alignment Assessment
Seeing where things are quietly losing shape, before decisions harden.
Most leadership problems don’t arrive suddenly. They form quietly, while teams stay busy and outcomes drift.The Alignment Assessment helps senior leaders see where priorities, decisions and execution are starting to lose shape. While there is still room to act.This is not a transformation initiative. It is a clarity intervention.
“Let’s figure out what’s really going on.”
“Here’s what’s actually happening.”
“Now we can decide what to do.”
Why this exists.
When alignment slips, organizations rarely stop. They keep moving, just not in the same direction, and leaders sense something is off:
Decisions feel slower or harder than they should
Teams are busy but progress feels thin (and hallow)
Tradeoffs are being made implicitly, not explicitly
Accountability blurs under pressure
The Alignment Assessment creates a shared, honest view of what’s actually happening, before misalignment becomes structural (or political).
What the Alignment Assessment is.
A short, focused engagement designed to surface:
Where priorities are competing or unclear
Where decisions are being delayed, avoided or diluted
Where leadership intent is breaking down in practice
Where current momentum is masking future risk
It is built for moments when something feels wrong, and has not yet become a crisis.
What The Alignment Assessment is not.
To be explicit, this is not:
A culture survey
A diagnostic you file away
A transformation program
An execution or delivery engagement
This work exists to support better decisions, not to replace leadership judgment or create activity theater.
What you receive.
Clients receive:
A clear articulation of where alignment is breaking down
The specific decisions that are being deferred or avoided
The risks of continuing on the current path
A small number of viable decision paths, with tradeoffs made explicit
Delivered through:
A concise written assessment
A live readout with senior leaders
A facilitated decision conversation (not a presentation)
The goal is clarity that cannot be unseen.
What typically follows.
Some leaders use The Alignment Assessment to reset direction and move forward independently.Most ask me to stay involved. Ongoing advisory support helps ensure:
Decisions do not quietly erode under pressure
Tradeoffs remain visible as conditions change
Alignment holds when execution gets messy
There is no obligation to continue.
Who this is for.
This work is best suited for:
Senior leaders accountable for outcomes, not functions
Organizations facing complexity, growth or internal strain
Teams that sense misalignment but lack shared language
Leaders willing to confront issues early, not after failure
If you are looking for tactical execution or delivery support, this is not the right fit.
Engagement logistics.
The Alignment Assessment is a fixed-scope, fixed-fee engagement
Engagements are intentionally limited
Payment is required in full prior to the start of work
Scope, participants and timeline are confirmed in writing before payment
Work begins only after payment and scheduling are finalized
Details are confirmed privately after an initial conversation.
Request a conversation.
If this framing is useful, the next step is a short, private conversation to determine whether The Alignment Assessment is appropriate for your situation.No forms. No pitch.If there is no fit, I will tell you.
Alignment in Practice: A Field Example
These are not tactical case studies about tools. They are examples of alignment that changed decisions, and prevented problems from compounding.
When a strong product idea had no commercial owner.
The situation.
A new business unit was preparing to launch a developer-focused SaaS solution: a UX-focused IDP with support wrapped around it.The idea was solid. The timeline was aggressive. What was missing was commercial clarity.There was no defined audience, no shared understanding of who the product was for, no narrative that connected the product to a real buying decision and no agreed-upon path to market. Multiple teams were moving in parallel, assuming alignment would emerge later.On the surface, this looked like a speed and execution problem.
The hidden constraint.
What wasn’t clear was that no one owned the commercial decision.Product, engineering, sales, marketing and leadership were each optimizing for different assumptions:
who the buyer was
what problem mattered most
how success would be measured
when the product was “ready” to sell
Without a shared definition of the customer or the outcome, execution risk increased with every decision. The faster the team moved, the more expensive misalignment became.
The intervention.
The work didn’t begin with launch tactics or promotion. Before pushing activity, the focus was on creating shared commercial clarity:
defining who the product was actually for
aligning leadership on the problem worth solving
clarifying how the product would be sold, priced and supported
connecting product decisions directly to buyer needs
This required slowing the process just enough for teams to agree on what success meant (before committing resources to the market).
The outcome.
Once alignment was established, traction followed quickly.At two industry events, the product narrative resonated immediately:
more than 100 direct and indirect leads surfaced
44 were qualified
16 demos were booked
two contracts closed before the product officially launched
Additional opportunities emerged before the platform was fully ready, clear evidence of market pull rather than internal optimism.More importantly, the team gained confidence in how decisions were being made, not just what was being built.
Why it matters.
This wasn’t a marketing problem.
It was a commercial ownership and alignment problem.When no one owns the definition of the customer, teams move fast in different directions, and alignment becomes increasingly costly to recover.
Signals to watch for.
No single owner of business outcomes
Is success uniquely defined or differently across functions
Launch timelines driving decisions instead of outcomes
Sales narratives forming after build decisions
Alignment assumed instead of explicit
Background, experience
Context for leaders considering assessment or advisory work.
Complex organizations.
It's where I've felt most comfortable
Often infusing simplicity where clarity was missing
Mostly joining when teams where stuck, and change was badly needed
Always bridging people, process and technology
My focus: Noticing where things quietly start to lose shape.
"Thank you for everything.You were instrumental in transforming
the company’s marketing efforts."– CEO
Companies (in context).
Under-performing business units with unclear direction
Organizations launching new platforms without commercial clarity
Teams operating across product, engineering, sales and leadership
Environments lacking strong execution due to weak alignment
Representative organizations...
Silicon Valley: Integrated chip manufacturer
San Francisco: Fund raising, M&A investment bank
Washington, DC: Software integrations consulting
New York, NY: Data center, application management
Montana: Telecommunications
London, UK: Software development
"In addition to Wil's excellent communications skills, he also demonstrated exceptional business development skills.He was responsible for identifying and pursuing new business opportunities, with his efforts leading to significant revenue opportunities and outside funding for priority projects."– VP, Enterprise & Wholesale Business
Roles Ive held (selected).
Senior leadership roles across marketing, communications and business development
Advisory roles supporting leadership teams during periods of change
Cross-functional management spanning product, engineering and go-to-market
Technical guidance and execution across multiple states, countries
"Wil was a key contributor in modernizing our company’s culture and marketing mix in a very short time period.From brand identity to lead generation and marketing operations initiatives, Wil was a great asset to the growth of our company."– Vice President
How this shows up (example).
This is representative of my work:
Clarifying the problem early, aligning leadership, enabling decisions through execution.
A new business unit was preparing to launch a developer-focused SaaS solution:
a UX-focused IDP with services and support wrapped around itThe idea was solid. The timeline was aggressive. What was missing was commercial clarity.There was no defined audience, no shared understanding of who the product was for, no narrative that connected the product to a real buying decision and no agreed-upon path to market. Multiple teams were moving in parallel, assuming alignment would emerge later.On the surface, this looked like a speed and execution problem.
Detailed work history.
For those who prefer a detailed work history, kindly email me.