Contact
A useful conversation can begin before you know exactly what you need.
You may know exactly what kind of help you are looking for. You may only know that something is changing, an opportunity is taking shape, or familiar ways of working are beginning to reach their limits. Either is enough to start. Email Scott directly or use the form below.Good reasons to get in touch
You might be:- Leading an organization through growth or reinvention
- Clarifying your organization’s direction, identity or distinctive Way
- Asking a leadership team to operate more collectively
- Developing leaders across part or all of an organization
- Preparing an executive for succession or a larger role
- Planning an offsite, workshop or consequential team conversation
- Looking for coaching connected to real organizational demands
- Exploring a mission-aligned project that could benefit from collaboration
- Unsure where the issue sits, but increasingly certain it deserves attention
Start with a note
What happens next
I read every note and respond personally. If the situation appears to fit my work, we can arrange an initial conversation to understand what is happening, who is involved and what meaningful progress might make possible. You do not need to prepare a presentation or arrive with a finished diagnosis. The first conversation is an opportunity for both of us to become clearer about the situation and whether I may be useful. Sometimes that leads to a well-defined engagement. Sometimes it points toward a larger question that needs further exploration. Occasionally, it becomes clear that someone else would be better suited to help. Any of those can be a useful result.Where I work
I am based in West Vancouver and work primarily with clients across Western North America. Several years ago, I decided to limit routine work travel to roughly three hours by air. That still creates a wide circle—from Winnipeg to Denver and San Diego—while leaving room for remote work and the occasional assignment that warrants a different arrangement.When the work tends to be strongest
- Leaders are genuinely open to examining their own contribution.
- The organization cares about its people and the effects it has on the wider world.
- There is enough commitment to move beyond a symbolic exercise.
- People can approach serious work with curiosity, optimism and some enjoyment.
- The aim is meaningful change, not simply the appearance of having addressed it.