Grey Matter is small on purpose.
It reflects the kind of work I’ve always been drawn to—quiet, high-stakes, and often behind the scenes.
I’ve spent most of my career advising senior leaders—CEOs, founders, and board chairs—at moments when things were complicated, pressure was high, and there wasn’t a lot of room for error. Sometimes the challenge was personal. Sometimes it was financial, strategic, or political. Usually, it was all of the above.
My background is a mix of organizational psychology and business strategy. I care just as much about how a company makes money as I do about how a leader carries the weight of their role. That balance—between structure and psychology—is what defines my work. I try to see clearly, say what needs to be said, and help people stay in the room when things get difficult.
I’ve been at this a long time. I’ve worked with people navigating board transitions, activist pressure, scaling pain, succession questions, and moments of real uncertainty. But I don’t show up with a formula. Every situation is different, and what matters most is understanding the context, fast.
This isn’t a coaching practice, or a traditional consulting model.
It’s a focused advisory relationship, built around trust, discretion, and clear thinking.
If you’re a senior leader carrying a lot—and needing a sounding board who’s unflinching but respectful—I may be useful.