Every engagement follows the same trust flow from shallow to deep.
You don’t buy depth you haven’t walked toward. Each step earns the next: a keynote opens the door, a workshop gets Ken in the room, a report reveals the gap, a diagnostic maps the exposure, and an advisory embed carries the new direction into the operating system.
Most relationships begin at the door. There is also a step before it, for anyone holding a document they are about to stand behind. Start where the trust is.
Start here: The Assumption Test — the stage before the usual stages.
Ninety minutes, one document: a brief, a claims set, a target structure, a strategy. Ken puts it through three examinations — what had to be assumed for it to be true, whether its numbers survive their own arithmetic, and which of its commitments are yours to govern and which never were. You leave with an assumption register: the load-bearing beliefs under the document, which ones you can substantiate, and how each of the rest will be checked.
It is a test, not a deep audit — and the smallest way to begin. The fee is $897, credited in full against the Executive Diagnostic when it is booked within 90 days.
1. The Keynote — the door.
Forty-five to sixty minutes that reframe what your audience believes — about sustainability, about circularity, about the assumptions hiding inside their decisions. Audiences leave with a question that keeps working long after the applause: what had to be assumed for that answer to be true?
2. The Workshop — the room.
Half-day or full-day working sessions. Two formats, both proven: the product design exercise in teams of six — participants leave having designed something, not just discussed it. Or the morning-after gap session: your leaders’ overnight reflections on the whiteboard, held against your company’s own public sustainability page. The gap between what they believe and what you claim — visible in one room, in one morning.
Priced with the keynote or as standalone engagements.
3. The Belief-Gap Report — the lens.
A 45-minute conversation, led by Ken. Then analysis: a retrospective report mapping the beliefs shaping your decisions — where what you claim diverges from what your leadership actually believes, and what that divergence is costing you. The method, productized.
The territory here is the company’s whole sustainability position: what is claimed in public, held against what is believed in the room.
4. The Executive Diagnostic — the instrument.
Fixed scope. Your AI assumption-risk examined through the belief-gap lens: the hidden assumptions inside one consequential AI-supported decision, document, or workflow — your exposure, your Assumption Map, your ceiling. A confidential intake, a written executive findings brief, a private readout.
Where the report surveys the whole position, the diagnostic goes narrow and deep: one decision, one document, one workflow, and the exposure concentrated in it.
For the executive who owns the consequences: CFOs, General Counsel, CROs, AI-governance leaders.
5. The Advisory Embed: the compass.
A compass-holder inside your team, through creation and into the operating system. Never sold cold — by invitation, after a workshop or diagnostic has revealed the gap worth closing.
Fee by arrangement.
The arc, in one story.
A CEO asked William McDonough for a “head-twisting” keynote. Ken set it up as a public evening — whole company, community, competitors, press. The next morning’s whiteboard session exposed the chasm between belief and claim. Direction reset. Staffer embedded with the product team: the fastest, best-regarded launch in company history, then years embedding the new direction into the operating system.
Keynote. Gap revealed. Direction reset. Embed. Twenty years later, it still works.
Begin with a conversation.
Every engagement starts the same way: a thirty-minute exploratory conversation about your situation, the questions you’re asking, and whether there’s an opportunity to work together. No cost, no obligation.