About

Most strategy work assumes symmetry: that if you understand how customers decide, you can design how firms should compete.

We don’t.

We are an applied strategy practice that applies an original theory of competition to understand how advantage emerges, decays, and converges over time.

We study how companies compete across friction spaces — multidimensional configurations of cost, effort, access, risk, and fit — and how these spaces fill over time as rational firms converge on similar strategies. As convergence increases, competitive pressure accumulates endogenously, compressing returns and distorting growth long before decline becomes visible.

Our work focuses on three questions most organizations struggle to answer honestly:

• What configuration are we actually competing with today?
• Is our growth still a result of advantage — or a sign of emerging pressure?
• When does staying become riskier than moving?

Rather than prescribing best practices, we help leadership teams diagnose growth quality, detect early signals of strategic exhaustion, and explore adjacent spaces before optimization turns into fragility. Strategy, in our view, is not about choosing a destination, but about positioning for movement under uncertainty.

We work with founders, CEOs, and strategy leaders who recognize that in crowded systems, survival depends less on being right — and more on knowing when the game has changed.