EVERY LEADERSHIP TEAM HAS A THEORY
What is actually getting in the way?
“We think the problem is…”
Pipeline. Margins. Product. Execution. Hiring. Technology. Culture.
Maybe. Before deciding where to focus, leadership needs confidence that everyone is solving the same problem.
Clear Harbor is an executive advisory practice that helps CEOs and leadership teams identify what is actually getting in the way of growth.
No one person can see the whole system alone.
WHEN ORGANIZATIONS DRIFT
Over time, the connections that once reinforced growth begin to weaken.
Not all at once. One decision at a time.
Each choice may make sense on its own while gradually pulling the business in different directions. Eventually, priorities compete, accountability fragments, and the same issues keep returning.
Courtney's perspective was built across 25 years at Publicis Groupe, inside PE-backed Catalina and Ansira, and a VC-backed startup born out of PeaPod, working at the intersection of customer behavior, commercial strategy, product, technology, and marketing execution.
Her client experience includes Kellogg's, Allstate, Sprint, and Philip Morris. She also led AstraZeneca's global digital business and Procter & Gamble's U.S. mobile agency-of-record relationship.
A WIDER VIEW, BUILT OVER 25 YEARS
The work has always crossed functions.
CLEAR HARBOR ADVISORY
Bring in Clear Harbor When
01
New leadership, an acquisition, or significant investment has changed the stakes, and the CEO wants a clear view before deciding what comes next.
02
Leaders have credible but different explanations for why the priority is falling short.
03
The same unresolved issue keeps returning despite prior attempts to address it.
04
A priority has received time, money, and attention but is still not having the desired outcome.
ONE FOCUSED ENGAGEMENT
Five weeks to understand why the work keeps falling short and decide what changes next.
The work begins by hearing how different people explain the issue, then testing those explanations against operating and customer evidence.
Courtney brings the findings back to the leadership team so they can agree on what is happening, what needs to change, and who will own the next 90 days.
We understand the real constraints affecting the business.
We agree on the priorities that deserve our attention now.
We understand the risks and trade-offs behind those decisions.
We believe the organization can successfully deliver.
We know what we are choosing not to do.
THE OUTCOME
After five weeks, leadership can say:
Clear Harbor Advisory