BearingAdvisory

Approach

Bring the work into focus before trying to move it faster.

The work is shaped around the actual situation, not a rigid methodology. The sequence is deliberate: understand what is happening, make the important decisions visible, and create a path people can use.

Engagement flow

A clear sequence without a rigid formula.

The steps overlap when useful. Their purpose is to keep the work grounded in the real problem and oriented toward decisions and action.

  1. 01

    Understand the situation

    Start with the work as it actually exists, including its history and constraints.

  2. 02

    Define the real problem

    Separate symptoms from the issue that needs to be solved or decided.

  3. 03

    Set direction

    Make the required decisions, outcomes, responsibilities, and tradeoffs explicit.

  4. 04

    Create a practical plan

    Turn the direction into work that people can understand, own, and continue.

  5. 05

    Support execution

    Stay involved where experienced guidance, coordination, or decision support is useful.

  6. 06

    Leave useful structure behind

    Finish with clear artifacts and a better-equipped organization, not an ongoing dependency.

Working principles

Structure in service of useful work.

The aim is to make complicated work more understandable and manageable, without creating unnecessary ceremony.

01

Situation before method

Begin with the history, constraints, people, and decisions involved rather than imposing a standard playbook.

02

Plain, direct communication

Make complex work understandable to the people responsible for sponsoring, deciding, and delivering it.

03

Useful artifacts

Create plans, briefs, decision records, workflows, and other materials that support real work after the engagement.

04

Direct senior involvement

Michael performs the work directly and stays close to the leaders, teams, and details that shape the outcome.

What clients receive

Clarity that remains useful after the engagement.

The exact outputs vary, but the work should make the organization better equipped to decide, communicate, and continue.

  • A clearer definition of the problem or decision

  • Visible responsibilities, constraints, and tradeoffs

  • A practical, prioritized path forward

  • Decision-ready communication for leaders and stakeholders

  • Working artifacts the organization can continue to use

Scope and fit

Deliberately scoped around the situation.

The final work may be a focused assessment, a short advisory sprint, ongoing support for a specific initiative, or a constrained fractional relationship. Methods and deliverables are selected because they help the actual work—not because they belong to a standard package.

A first conversation is useful even when the problem is not perfectly defined. The aim is to understand the situation well enough to decide whether the work is a good fit and what form of support would be useful.

Assessment

A focused review resulting in findings and a recommended path forward.

Advisory Sprint

A fixed-duration engagement intended to produce a defined set of decisions or deliverables.

Project or Product Support

Ongoing guidance, organization, and leadership for a specific initiative.

Fractional Advisory

A deliberately constrained recurring relationship for organizations needing senior input without a full-time role.

Start a conversation

Begin with the situation as it is.

You do not need a polished scope or a predetermined engagement format. A useful first step is simply to explain what is happening and what feels difficult.

Email Michael