For work that is too ambiguous for a template and too important to improvise.
Kenneth works with leaders and teams building new products, leading AI or transformation initiatives, recovering stalled work, or creating behavior change inside complex systems.
Building on his core premise, that innovation most often struggles not due to technology, but rather due to the lack of a system to manage uncertainty, Ken provides consulting to help organizations implement processes and structures to improve delivery outcomes.
Prefer the framing first? Read how advisory works or the Stone Soup Strategy framework.
Product Strategy
The Situation
For organizations shaping a new product or platform where the problem is clear but the execution path is not.
What it Clarifies
Clarifying the exact user behavior we need, defining the early roadmap, and creating a sequence of work that tests our highest risks first.
The Outcome
You leave with an actionable product strategy, a scoped v1, and a team that understands exactly what they are building and why.
Technology Leadership
The Situation
For companies that need senior judgment before they are ready to hire a full-time executive, or before committing to a major architecture or vendor decision.
What it Clarifies
Translating business goals into technical reality, assessing current team capability, and preventing costly foundational mistakes.
The Outcome
Technical confidence, a stable architecture plan, and the right leadership structure to execute it.
Transformation Advisory
The Situation
For AI, digital transformation, and organizational change efforts that are struggling to gain traction because the technical work is only part of the problem.
What it Clarifies
Understanding the behavioral incentives within the organization, identifying why people hesitate or resist, and redesigning the process to create movement.
The Outcome
A stalled initiative turned into a moving one, with clear alignment across teams.
Speaking & Workshops
The Situation
For leadership teams, conferences, and organizations that need a clearer way to understand why hard work fails and how to lead through ambiguity.
What it Clarifies
Using the Stone Soup Strategy framework to explain behavior, alignment, and execution in complex systems.
The Outcome
A shared language for your team to discuss risk, motivation, and progress.
Common Questions
Questions leaders ask before difficult change begins
When is transformation advisory the right fit?
Advisory is the right fit when the work is too ambiguous for a template—new products, AI or digital transformation, stalled initiatives, or organizational change where technology is only part of the problem. The need is senior judgment to create structure, alignment, and movement.
How does product strategy work differ from a typical roadmap exercise?
The focus is clarifying the user behavior that must change, sequencing work to test the highest risks first, and leaving the team with an actionable v1—not a slide deck of features. Strategy is treated as executable work, not documentation.
What does technology leadership engagement usually clarify?
It translates business goals into technical reality, assesses team capability, and prevents costly foundational mistakes—architecture, vendor, and leadership structure decisions—before a full-time executive hire or major build commitment.
“What stuck with me was his point about experienced teams. The smarter your people are, the faster they spot when objectives aren't clear enough...”
— David W.
Ready to discuss your work?
Tell me what you are trying to make happen, what makes it difficult, and where you need help creating movement.