Execution Is Where Strategy Proves Itself.
ICG was built from inside the work — not from theory, trends, or consulting playbooks.
After years inside acquisitions, integrations, carve-outs, and large-scale change, one pattern became impossible to ignore:
the plans were rarely the problem. Execution was.
What I Saw Repeatedly
Across deals of different sizes, industries, and ownership structures, the failure points were remarkably consistent:
Clear strategy, unclear ownership
Reasonable plans that couldn’t survive real operating conditions
Leadership teams stretched thin and forced to “manage by hope”
Governance that existed — but didn’t actually drive decisions
Value didn’t disappear all at once.
It leaked quietly through delay, confusion, rework, and exhaustion.
That’s the gap ICG exists to close.
Why I Built ICG This Way
ICG wasn’t designed to advise from the sidelines.
It was designed to embed, stabilize execution, and help leadership teams regain control when complexity outpaces capacity.
That means:
Less theory
Fewer frameworks
More ownership, structure, and operating rhythm
Because in the middle of a deal, clarity isn’t a “nice to have.”
It’s the difference between momentum and drift.
How I Work With Clients
Clients don’t hire ICG for ideas.
They hire ICG to own execution alongside them.
That shows up as:
Direct, honest conversations
Fast identification of what’s actually blocking progress
Clear decision rights and accountability
A bias toward action — not analysis cycles
My role isn’t to impress a room.
It’s to help leaders make decisions, move work forward, and protect value.
When ICG Is the Right Fit
ICG works best with leadership teams who:
Are navigating acquisitions, integrations, or carve-outs
Feel the complexity growing faster than their internal capacity
Want control, not commentary
If you’re looking for polish, decks, or generic best practices, I’m probably (definitely) not the right partner.