Strategy that survives contact with the org chart.
Most strategy work stalls after the meeting ends — not for lack of a plan, but for lack of someone in the room whose job is to keep it honest. Roddie works directly with the leaders carrying that weight, one quarter at a time.
Founders Past Product-Market Fit
Leaders scaling out of the founder-does-everything phase, who need a strategic partner outside the org chart to pressure-test decisions.
Executive Teams in Transition
C-suites navigating leadership changes, restructures, or growth inflection points where alignment at the top determines what happens next.
Boards Facing Succession
Boards and founders working through succession planning, where the strategic and the personal are inseparable.
Global & Cross-Cultural Organisations
Leadership teams operating across sectors, cultures, and geographies — profit and non-profit — where local instinct isn't enough.
Roddie's advisory relationships rarely start as advisory relationships. One of his longest-running engagements began with a keynote — delivered at a global biotech and aesthetics company's flagship event in South Korea, for an audience of its executive leadership. What followed was an ongoing strategic advisory partnership with the company's co-CEOs, built quarter by quarter, in person and at distance.
That pattern holds across sectors: the stage is often where the relationship starts, and the boardroom is where it's proven.
Advisory work only counts if it survives the next reorg.
Engagements are built on a quarterly deployment model — not a single workshop, not an open-ended retainer. Each cycle is scoped around a specific strategic priority, with in-person visits anchoring the work and ongoing access in between.
One advisor. One thread of accountability. No hand-offs.