Deeply practical. Immediately applicable.
"The quality of this work is insane"
"It is hard to imagine a sale of [company] at such a good price would have been possible without Alex's contributions"
"If company X succeeds, it will in large part be due to Alex's work"
"You are one of the best I know at articulating strategy"
"I want to thank you for developing this framework, it has been invaluable to us"
"I want to thank you for your inspiring work - it has made all of our jobs much more enjoyable"
Learn the exact method the elite strategy and private equity firms use
Learn the 10 % of effort that delivers 80 % of the results
Work backwards from a fully realized strategy
My goal is to teach you how to deliver elite-level strategy work in just 10 hours of hard work.
I'll explain how that's possible in a minute.
But first, let me give you some background.
I often meet founders who struggle with strategy.
What's surprising is how many of them don't even realize it.
And it's no wonder: strategy is a skill that first-time founders rarely get the chance to practice. They're rookies in a game where experience matters. Even the smartest founders often pay a heavy price.
At first, the cracks seem small—a missed goal here, a delay there. Maybe a project doesn't deliver quite the way you expected, or progress feels slower than it should.
But then the cracks grow.
I've seen companies spiral out of control and lose years of progress simply because they missed one key strategic insight.
Here's what that feels like:
Often, this is avoidable.
Most founders would benefit from learning the strategy tools used by elite firms.
These tools aren't some grand, abstract framework—they're a collection of proven best practices that work together as a system.
Here's what makes them so useful:
If you're like most founders, these tools can save you years and millions. They can help you avoid costly mistakes—or uncover paths forward you hadn't even considered.
I spent almost half a decade working at a prestigious family office. We did all sorts of fascinating things, but my specialty was strategy for portfolio companies. Unlike my consulting days, I couldn't rely on a team. I had to do everything myself.
Meaning: I had to plan, drive and do all of the projects myself. I collected all the data and did all the analysis.I led all the workshops, planned and did all the interviews. I had to do all the number crunching. All the presentations, including the storyline, visualizatoins and polish. All the note taking.
And be accountable for the results.
I had to figure out what was going on, decide what to do, and then convince people—often twice my age and with far more industry experience—to follow through. Often on things they did not want to do.
There was a lot at stake. The fortunes of founders. The value of our investments. The other shareholders and board memgers. And, of course, my boss and principal.
That was stressful. And hard.
But more importantly, it was deeply rewarding.
It was the learning experience of a lifetime.
You see, I effectively had a strategy laboratory. I could test out ideas. Iterate. On many companies. In different industries. In depth and over time.
Eventually, I developed a reliable and repeatable strategy process.
In the process, I was lucky enough to shape some company trajectories. And have life-changing impact.
I also observed how hard it is to learn strategy. The truth is that few actually get "repetitions" in strategy. That, and lack of access to mentors, makes it a fundamental challenge to learn high level strategy.
Yet, I've seen what happens founders struggle with strategy. Years are lost. And careers defined. Doing things that were easy to avoid with a proper understanding of practical strategy.
So I decided to collect my thoughts.
And try to democratize how elites to strategy.
Simply by being here, you already have demonstrated you have what it takes.
Learning strategy might sound intimidating. I get it — it took me ten years to become good.
But here's the thing: Most skills only require 20 hours of practice to become proficient.
The problem? It took me almost a decade of relentless obsession - and extraordinary access - to figure out what the 20 hours are.
If you have the map, however, you can become top 20 % with 10 hours of hard work.
I know because I have seen it.
And experienced it myself.
The thing is, there have been around 10 "lightbulb" moments in my career. When I stumbled upon these, my performance instantly shifted to a new level. These came at unpreditable moments. In one of the countless books. Or when I journalled.
For example: The two biggest early unlocks were understanding the step-by-step process of elite strategy firms. Another was simply seeing examples of material from these firms.
Some of these are simple mindset shifts. Others are frameworks and tools. And some are concepts we need to stretch our mind to understand.
My design principle is simple: strategy requires a bunch of things to be excellent. Any gap can pollute the process.
For example, uncrisp documents with bad visuals can wreck a meeting. Sloppy forecasts that are easy to shoot down destroy meetings. And lack of substance and analytical rigour leaves much to be desired.
That's why I've deconstructed every element.
Working backwards from a successful board meeting, I lay out everything that needs to happen in detail. Startegy is a chain. Several things need to be done in a certain order. Any weak link derails the process.
Now consider what happens when you add the principles of accellerated learning to the mix.
A precise approach. Which forces deliberate practice. And spaced repetition for retention.
You can learn 12 years in 10 hours.
Strategy doesn't require genius.
It's just that no one has shown you how to do it.
It's based on 12 years of work
The structure every elite firm uses for every strategy project (but obsfucates to maintain a sense of "bespokeness").
How the framework + the scientific method = the strategy process
The three things every excellent strategy process must deliver: the substance, the document and the presentation
The three preparatory steps that drive 80% of the outcome.
A repeatable process to hack creativity and generate infinite ideas
How to evaluate different paths with limited data
The two critical things you must understand to make it all work.
The most common mistakes in strategy: time, first conclusion bias, killing ideas, misunderstanding the past, being biasd about the future
The 5 key drivers of operational excellence
A systematic way to evaluate strategic options and avoid noise and bias
How to make a forecast that makes sense
Implementing, motnitoring and iteratingß
Time Driven Activity Based costing that adds deeper insight at a fraction of the complexity
Become top 10 % in 10 hours
The exact structure elite firms use but never share
How to structure a strategy project using the framework and scientific method
Anatomy of a strategy document
My whole reportoire of complex models
Join hundreds of founders and executives who've transformed their strategic thinking