Writing

Essays, frameworks, and research.

Published without funnels or calls to action. The intellectual substrate from which the advisory work grows.

Major frameworks

Framework2024 · 12 min read

Care as a Decision Variable

A framework for bringing moral attention into high-stakes decisions

Most decision frameworks treat care as a soft add-on — something to consider after the analysis is done. This essay argues the opposite: that care is a primary variable that shapes how decisions are framed, who is consulted, and what counts as a good outcome.

Read →

Framework2024 · 14 min read

Deciding Under Moral Uncertainty

Why uncertainty is not an excuse — and how to reason carefully when the answers are unclear

The hardest decisions are not the ones where we lack information. They are the ones where we have the information and still cannot be sure what the right thing to do is. This essay offers a practical framework for reasoning carefully under moral uncertainty.

Read →

All writing

Practice2024 · 7 min read

The Real Decision

Why the decision being discussed is rarely the decision that needs to be made

Most decisions that feel stuck are stuck because the actual question hasn't been named. The surface decision — the one being discussed in meetings — is often a proxy for something deeper that nobody has yet said out loud.

Practice2024 · 8 min read

What You Said vs. What Happened

On the gap between decisions made and decisions implemented

A decision made is not a decision implemented. The gap between what was decided and what actually happened is one of the most consistent sources of organisational dysfunction — and one of the least discussed.

Thinking2024 · 6 min read

On Irreversibility

Why some decisions deserve more caution than their expected value suggests

Expected value reasoning is a useful tool for many decisions. But it systematically underweights a feature that matters enormously in practice: whether a mistake can be corrected.

Practice2024 · 5 min read

The Honest Challenge

Why leaders need someone who will tell them what their team won't

The higher someone rises in an organisation, the less likely they are to receive honest challenge. This is not because the people around them are dishonest. It is because the incentives for honesty decrease as seniority increases.