Strategy, growth, and transformation
Corporate and business-unit strategy, portfolio choices, growth planning, market entry, operating priorities, transformation design, organizational alignment, and execution discipline.
Advisory
Counsel for consequential decisions.
Bryan works with leaders, owners, investors, and founders when a decision crosses the boundaries between strategy, markets, capital, operations, people, and execution. Formal advisory engagements are undertaken through Twenty Three Point Five Strategies.
Situations
Where Bryan is most useful.
Bryan is most valuable when the quality of the decision depends on seeing the whole system. Typical situations include:
- A leadership team has a strategy but cannot translate it into operating priorities and cadence.
- A business needs to improve pricing, margin, customer mix, commercialization, or market position.
- A company is preparing for a transaction, investor scrutiny, restructuring, strategic review, or leadership transition.
- An asset, business unit, or portfolio needs a clearer value-creation thesis.
- Operating reality and the external narrative have begun to diverge.
- A founder or executive needs an independent read from someone who understands markets, operations, capital, stakeholders, and organizational behavior.
- A complex problem does not fit neatly inside one corporate function.
Bryan's role is to determine what matters, connect the relevant facts, clarify the choices, help leadership make the decision, and build the path from decision to execution.
Grounding
Why the perspective is different.
The counsel is grounded in direct work across:
- pricing and commercialization;
- supply, logistics, optimization, and physical operations;
- market and competitive intelligence;
- conventional and renewable energy;
- feedstocks, trading, regulation, and compliance;
- strategy, capital allocation, and transaction work;
- investor, board, policy, and executive communication;
- transformation, systems, process improvement, and operating cadence;
- people, organizational performance, and leadership.
This breadth allows Bryan to see connections that are often missed when strategy, finance, operations, commercial functions, communications, and policy are treated as separate problems.
Areas of work
Where the work tends to land.
Commercial performance
Pricing, margin, customer and channel strategy, market positioning, supply economics, contracts, commercialization, sales effectiveness, and the connection between commercial decisions and enterprise value.
Energy, industrials, and infrastructure
Conventional and renewable energy, fuels, feedstocks, logistics, chemicals, infrastructure, power, manufacturing, and the physical and regulatory realities that shape industrial strategy.
Capital allocation, M&A, and transaction readiness
Investment framing, strategic alternatives, acquisition and divestiture strategy, diligence, transaction narratives, integration, value-creation planning, and preparation for boards, investors, buyers, and other stakeholders.
Executive, board, investor, and stakeholder communication
Strategic reviews, board materials, investor narratives, transaction and transformation communication, public affairs, stakeholder positioning, policy context, and communication in high-stakes moments.
Forms of engagement
Eight shapes the work takes.
- focused strategic projects;
- retained executive counsel;
- transaction and diligence support;
- transformation and commercial-performance programs;
- interim or fractional strategic leadership;
- board and advisory service;
- speaking and executive briefings;
- civic and institutional advisory.
Each engagement is structured around the decision to be made, the work required, and the outcome the organization needs.
Begin a conversation.
For advisory, board, speaking, or writing inquiries, use the form or visit Twenty Three Point Five Strategies.