Strategy is only half the job.
I've watched good strategy die in the gap between a leadership offsite and a Tuesday afternoon. The plan was right. Nobody built the systems to run it. That gap is where I work — turning what leadership decides into how the business actually operates.
How I Work
Strategy into execution
Turning plans into operating rhythms, decisions, and accountability that actually stick.
Building teams and systems
Building teams and norms that scale without losing what made the company work in the first place.
AI where it earns its place
Adopting AI as a tool in service of the business, not a project for its own sake.
About Alex
I think about organizations the way some people think about puzzles.
Work in Theory started because I kept finding myself in the same kinds of conversations — with leaders who had good instincts and real ambition, but were working through the harder question of how to actually make things work and scale.
I've always been drawn to the space between strategy and execution — the part where the real work happens, and where most things either come together or quietly fall apart.
Over the course of my career I've worked across teams, companies, and early-to-scale stages of growth — building operational frameworks, shaping culture, and helping leadership teams find their footing as things get more complex. I tend to think in systems, and I find that the organizations I've admired most are the ones that figured out how to be both ambitious and human at the same time.
What I Believe
Structure enables people
Clarity and the right frameworks don't constrain people — they give them the space to do their best work.
Build with purpose
Growing well takes more than momentum. It takes deliberate thinking about what you're building and why.
Always keep learning
The leaders I respect most are still curious ten years in. That's the standard I try to hold myself to.
Leadership is collaborative
The best organizations aren't built by one person with all the answers. They're built by people who trust each other enough to figure it out together.
Recent Work
A few engagements, anonymized. The details change; the gap rarely does.
A power electronics startup had outgrown its founder carrying the whole operating rhythm in his head. Accountability scorecards went in first, then the OKR cadence and quarterly rhythm on top of them, with every function head coached to run their own. By twenty-three people the meetings ran themselves, and almost nobody left along the way.
A non-profit called for a rebuild of its core operational, financial, and systems functions from the ground up. The bookkeeping was fixed and produced accurate financials, a new CRM went in with a full data migration, client onboarding was rebuilt, and the flagship founder program ran end to end. Six months in, the organization had systems it could actually rely on instead of ones held together by the CEO's inbox.
A biotech company's customer care team was answering the same questions over and over, each reply written from scratch by pulling through old email threads. A knowledge base was built from that email history and used to ground a Copilot Studio agent that drafts the responses. The team went from writing each answer to reviewing one, cutting response time.