About
Clarity before capital.
Meridian Sutra exists for one moment: when a leadership team must commit real money to a market it does not yet know, and the board needs more than conviction.
I turn fragmented intelligence into a decision-ready view of the opportunity, assumptions, risks, blind spots, and strategic choices — so leadership teams can decide what deserves investment and what doesn't.
Who I work with
The people in the room
I work with CEOs, founders, presidents, vice presidents, and C-suite executives of growth-stage SaaS companies preparing international expansion or entry into a new customer segment.
They share one situation: the opportunity is real, the internal enthusiasm is real, and the evidence base is thinner than the size of the commitment. They need board-level confidence before a six- or seven-figure investment, and they need it in a form a board can interrogate.
I do not sell optimism. On several engagements the right answer has been “not this market, not yet” — and that answer paid for the work many times over.
Method
How I think
Start with the decision
Every engagement begins with the commitment on the table — capital, timeline, and what a 'yes' obligates the company to do. Research that does not change the answer is set aside.
Argue against the favourite
Before a market is recommended, we build the strongest available case against it. What survives is what the board sees.
Cost the friction
Regulatory delay, cost to serve, and hiring reality enter the model as numbers — not as caveats in an appendix.
Name the blind spots
Assumptions, failure modes, and reversal conditions are stated explicitly while enthusiasm is high, so a step down is a process rather than an argument.
Process
What happens when we work together
Define the decision
Fix the commitment and the criteria that would change the answer.
Build the intelligence
Market, customer, competitive, regulatory, and operational evidence per candidate.
Challenge assumptions
Stress-test the leading option before it is presented.
Surface blind spots
Failure modes and reversal conditions named in writing.
Synthesize what matters
Keep only the intelligence that changes the call.
Deliver the brief
A written decision the leadership team can defend in the boardroom.
Belief
AI strengthens executive judgment. It does not replace it.
The decision brief uses intelligent systems to gather, structure, and stress-test evidence faster than traditional research. But the call — enter, stage, or hold — belongs to the executives who own the outcome.
When millions of dollars, people, and management attention are on the line, clarity before capital is worth more than certainty after the fact.