Advisory
How I Work
I don’t arrive with predetermined answers.
Every engagement begins by understanding the organization, its leadership, and the decisions that matter most. Some engagements last a single executive session. Others evolve into long-term advisory relationships.
The objective is always the same: to help leaders make better decisions, build more accountable organizations, and create results that hold up after the engagement ends.
The advisory approach is grounded in Quiet Strength™ and the Proctagon Leadership System™ — helping leaders bring the same clarity, judgment, accountability, and disciplined execution to consequential decisions that the framework expects of leadership itself.
Every engagement is tailored to the organization. Proven frameworks create discipline and structure — experience teaches that effective leadership requires judgment about how and when those frameworks are applied.
Typical Engagements
Engagements are selective and shaped around the organization’s specific leadership challenge — not a menu of services.
| Engagement | Typical Duration |
|---|---|
| Executive Advisory | Ongoing |
| Board Advisory | Quarterly |
| Operational Assessments | Project-based |
| M&A Advisory | Event-driven |
| Executive Leadership Advisory & CoachingA working relationship for senior leaders navigating consequential decisions, organizational complexity, transformation, and the demands of leading at scale. Keith works directly with CEOs, C-suite executives, and senior leadership teams — helping leaders sharpen judgment, create alignment, strengthen accountability, and maintain execution through periods of growth and change. | Monthly |
Leadership Capabilities
Where Experience Becomes Advisory Value
01
Enterprise Transformation
Leading complex, global organizations through operating model redesign, structural change, and the alignment required to execute at scale. Transformation succeeds or fails through leadership — disciplined frameworks without aligned leadership produce compliance, not change. Keith brings a practitioner’s lens, having led transformations from the inside across more than three decades of enterprise operating experience.
- Operating model design and leadership alignment
- Organizational restructuring and change management
- Cross-functional alignment and execution discipline
- Transformation initiatives aligned to enterprise scalability and organizational maturity
- Organizational design and span-of-control optimization
02
M&A Integration & Synergy Realization
Supported and led procurement and commercial workstreams across 50+ acquisition and integration initiatives — including commercial diligence, operational alignment, vendor governance, scalability planning, and post-merger synergy realization. Took broader integration leadership on select transactions. Synergy realization is an operational leadership problem, not a project management problem.
- Integration management office (IMO) design and leadership
- Day 1 readiness planning and execution
- Synergy identification, tracking, and realization
- Carve-out and stand-up operations
- Cultural integration and talent retention strategy
- Vendor and contract rationalization post-close
03
Governance & Organizational Alignment
Building the decision architecture, accountability structures, and governance frameworks that allow organizations to move with speed and clarity. Governance should enable momentum — not create bureaucracy. Leadership creates alignment; alignment creates execution.
- Board and executive governance frameworks
- Decision rights and organizational accountability design
- KPI and performance management systems
- Operational controls and compliance architecture
- Risk management and internal audit readiness
- Vendor and commercial governance programs
04
SaaS & Technology Operations
Helping SaaS and technology leadership teams build the operational discipline, governance, and organizational maturity required to scale without losing clarity or control. High-growth organizations that invest in leadership infrastructure outperform those that treat operations as a trailing function.
- SaaS operating model design and scalability planning
- Vendor rationalization and technology stack governance
- Enterprise operational maturity improvement
- Governance frameworks for high-growth technology organizations
- Operational efficiency and cost structure improvement
- Cross-functional alignment across technology, finance, and operations
05
PE Portfolio Operations
Supporting PE-backed leadership teams through value creation, operational maturity improvement, governance development, and the organizational alignment that drives sustainable enterprise value. Value creation requires operational leadership — not just financial engineering.
- Value creation plan development and execution
- Operational due diligence support
- Portfolio company leadership advisory
- Executive team alignment and organizational effectiveness
- Operational maturity improvement and enterprise value creation
- Exit readiness and management presentation preparation
06
Organizational Scaling
Building trusted, high-performing leadership teams and the structures that sustain them through rapid growth, transformation, and change. Organizations rarely fail because they changed. They fail because they stopped moving together.
- Organizational design for scale
- Executive team alignment and effectiveness
- Talent strategy and succession planning
- Culture and values operationalization
- High-performance team building
- Leadership development and coaching
Ideal Clients
Built for Leaders
at an Inflection Point
Keith works best with leaders and organizations navigating genuine complexity — a significant transaction, a transformation that has stalled, a governance gap that is limiting scale, or an executive team that needs to build the kind of trust, accountability, and execution discipline that holds together under pressure.
"The best advisory relationships are built on trust that was earned before the engagement ever started — and on a shared commitment to the outcome, not the process."
— Keith Tice
- Peer-level engagement — not a vendor relationship
- Candor over comfort — the truth the organization needs to hear
- Outcomes over deliverables — results, not reports
- Confidentiality as a foundation — not a formality
Start a Conversation
Engagements are selective. If you’re navigating a significant leadership challenge — a transformation, a transaction, a governance gap, or an organization that needs to find its footing — Keith would like to hear about it.