The hardest ones live in the metadisciplinary space at the edge of strategy — where the company meets the personal, the cultural, the interpersonal, the paradigmatic. I work with founders and CEOs on those problems.
He didn't start by talking about process, cashflow, or inbox zero — he asked about my worldview.
Bryant Harrison, CEO Seventh WallHe's been more than an advisor to our leadership team — he's a core member of it.
Peter Norman, Code 3 AVFounders and CEOs of 20–200 person companies whose business problems can't be answered inside the strategy frame. The work tends to attract leaders who already sense the connection between what's happening in the business and what's happening in the rest of life — the personal, the cultural, the people in the room, the paradigm the whole thing is operating inside. The kind of leaders who are willing, when the work requires it, to go upstream of strategy into the paradigmatic conversations underneath.
Not every problem is this kind. Some are pure strategy, pure finance, pure operations. If that's your problem, I can direct you to more ordinary, single-discipline resources. An honest discovery conversation will say so.
Partner-level conversation, without the firm.
Integrated by design. A typical engagement holds several modes in one relationship with one person:
Engagements take different shapes. Some are ongoing and intensive — a monthly retainer with a regular rhythm, most of the modes above held in one relationship. Others are lighter — semi-monthly advisory calls, or an on-call relationship I'm pulled into when the higher-order questions come up. Some are project-based. We find the right shape together.
I don't bring one framework. I bring a carousel of them, and the willingness to generate a new one when the moment needs it. What I'm looking for is the frame that's personally and politically adjacent to your current state — a solution you can actually step into.
The abstractly correct answer rarely matters. What matters is the door you can actually step through, given who you are and the real team you're working with. Finding that door is most of the work.
I'm serious about real connection. My clients tend to become friends. The voyages I host — on the Aegean coast and elsewhere — are an embodiment of the same work, not a side product.
Most advisors stop at strategy. Some of the hardest problems live upstream of strategy, in the paradigm everyone is operating inside. When that's where the real problem is, that's where I want to live with you for a while.
The practice is part of a larger body of work. I host The Coherent Business Podcast — open-ended conversations at the intersection of virtue and utility, structure and soul, theory and practice. I'm currently writing the first of several books on what I've learned about leading inside this wider context. I also lead immersive trips at sea and elsewhere, for embodied discovery and personal growth.
"We knew we needed help with strategy, process, and financial clarity — but we weren't just looking for a fractional CFO. We were looking for someone who understood who we were, where we wanted to go, and how to get us there.
Aram brought exactly that. He's been more than an advisor to our leadership team — he's a core member of it. He took the time to understand our business and our industry, then helped us build the forecasting and planning infrastructure that turns our numbers into decisions that move the company forward.
What I appreciate most is the steady, thoughtful presence Aram and his team bring — which has improved not only our financial clarity but our interdepartmental processes, communication, and relationships between leaders.
For any leader who wants more than the weekly financial report — who wants a true partner in where the company is actually going — I highly recommend Aram."
— Peter Norman, Code 3 AV
"I realized I was feeling a lack of motivation for work. I didn't know why, but I knew it wasn't like me. I'm the founder of a tech company — I love my team, I love my clients, I enjoy problem-solving. So why was I feeling so demotivated?
I knew who to call. Aram, as my advisor, didn't start by talking about process, cashflow, or inbox zero. (Important things — but they have nothing to do with motivating me.) Instead, he opened the conversation by asking about my worldview.
He helped me see that so much of my motivation comes from being with and supporting people. I don't get that nourishment from a screen. So I'm spending more time in the office with my team. I've asked fellow CEOs to play pickleball — I'm absolutely motivated to work out with other people, just not alone. And I'm planning more events with CEOs, including a sailing trip, as a way to grow, support and be supported, and have fun.
My motivation is back, because I finally see I wasn't giving it the sunlight, water, and fresh air it needed. Thank you, Aram. THANK YOU!!"
— Bryant Harrison, CEO Seventh Wall
If your hardest problem isn't yielding to the usual analysis, frameworks, and tactics, that's a sign. The first step is a 30-minute discovery conversation.
Schedule a discovery conversation →