What We Do
Engagements built around consequential decisions and exceptional leadership
Liam does not offer a menu of consulting services. He works with a small number of clients at any time, directly and personally, around the kinds of moments where his expertise in strategic judgment, capital governance, transformational change, and leadership development makes a material difference.
CEO and Board Advisory
When to engage Liam
When the CEO and board need an experienced, independent voice at the table — not a consultant with a deliverable, but a senior advisor who has navigated comparable decisions at scale and can engage directly with the people who matter most.
What kind of judgment it provides
Judgment on strategic framing, governance, sequencing, and the organizational dynamics that determine whether a major decision gets made well or poorly. The kind of perspective that comes from having led large, globally complex businesses through consequential moments — and from working alongside BCG's global advisory practice across sectors.
What good fit looks like
Best fit when the CEO or board is facing a decision where the stakes are high, the downstream consequences are hard to reverse, and the quality of senior judgment will matter. Private equity-backed companies, public company boards, and founder-led businesses at inflection points — across any sector where the decisions are consequential.
Transformational Change and Risk Management
When to engage Liam
When an organization is navigating large-scale transformation — a fundamental shift in operating model, a major restructuring, a step change in scale, or a sustained period of strategic uncertainty — and needs experienced advisory support to govern the change well and manage the risks it creates.
What kind of judgment it provides
Direct experience leading organizations through periods of major transformation and sustained uncertainty at global scale. The disciplines that matter most in these moments — sequencing change without losing operational stability, governing risk across a complex and distributed organization, maintaining leadership alignment when the path forward is unclear, and communicating with confidence under uncertainty — were developed through years of operating at the highest levels of one of the world's most complex businesses.
What good fit looks like
Organizations undergoing significant transformation — whether strategic, operational, or structural — where the scale and pace of change creates compounding risk and the quality of governance, sequencing, and leadership alignment will determine whether the transformation succeeds. Particularly relevant for businesses where the transformation involves global operations, significant capital, or a fundamental change in the risk profile of the organization.
Strategic Inflection-Point Engagements
When to engage Liam
When a company is at a defining moment — a major strategic choice, a shift in business model, a significant transaction, or a change in competitive context — and needs experienced advisory support to navigate it well.
What kind of judgment it provides
Clarity on the real decision being made, the sequencing of choices, the governance required, and the organizational alignment needed to execute. Helping leadership teams distinguish between what is urgent and what is important, and between what is reversible and what is not.
What good fit looks like
Companies facing a specific, consequential decision with a defined time horizon. Not ongoing advisory, but a focused engagement around a particular inflection point. Relevant across capital-intensive businesses, globally complex organizations, and any company where the quality of the decision framework will determine the outcome.
Portfolio and Capital Allocation Decisions
When to engage Liam
When a company or sponsor needs to make high-stakes decisions about where to invest, what to exit, how to sequence capital deployment, or how to reshape a portfolio — and wants experienced judgment alongside the financial analysis.
What kind of judgment it provides
Operating perspective on the strategic logic of portfolio decisions: what makes an asset genuinely valuable, what integration or separation complexity looks like in practice, and how capital allocation decisions play out over time. Judgment developed over decades of making and overseeing capital decisions at scale — applicable wherever the choices are large and the consequences long-lasting.
What good fit looks like
Private equity firms and their portfolio companies; public company boards facing major capital allocation choices; businesses considering acquisitions, divestitures, spin-offs, or new venture launches where the strategic logic and execution complexity are both high.
Business Model Transition and New Venture Launches
When to engage Liam
When a company is moving from one operating model to another — particularly where capital intensity, governance requirements, and execution complexity increase significantly — or when it is launching a new business that requires a different kind of operating discipline.
What kind of judgment it provides
Experience navigating the governance, capital, organizational, and decision-making challenges that arise when a business model changes fundamentally. What works in an asset-light model often does not work when capital intensity increases sharply — and the quality of the transition framework is what separates successful transformations from costly ones.
What good fit looks like
Companies moving into capital-intensive infrastructure, industrial build-outs, or large-scale digital infrastructure. Businesses launching new ventures or spin-offs where the operating model is materially different from the parent. Companies where the pace of capital deployment is accelerating faster than the governance and decision-making frameworks.
Executive Coaching and Leadership Development
When to engage Liam
When a senior leader — or a leadership team — wants to perform at their best at a critical moment in their career or the company's development. When the demands of the role are growing faster than the frameworks the leader has relied on, or when a significant new challenge requires a step change in capability.
What kind of judgment it provides
A deep personal conviction that the quality of leadership is one of the most consequential variables in any organization's performance — and that the best leaders invest in their own development with the same discipline they bring to their business decisions. This reflects Liam's role as a Senior Advisor to Boston Consulting Group and a genuine commitment to helping leaders be their best.
What good fit looks like
CEOs, C-suite executives, and senior leaders preparing for greater responsibility, navigating a significant transition, or seeking a trusted, experienced partner for their own development. Leadership teams that want to improve the quality of their collective decision-making. Executives who want to work with someone who has operated at the highest levels and understands what high-stakes leadership actually demands.
Ongoing Senior Advisory Relationships
When to engage Liam
When a CEO or board values having a trusted, experienced advisor available on a continuing basis — not for a specific project, but as a sounding board for the decisions that arise over time.
What kind of judgment it provides
Continuity of context, accumulated understanding of the business and its leadership, and the ability to provide rapid, experienced perspective when a decision needs to be made quickly. The value of an ongoing relationship is that the advisor already understands the business when the moment arrives.
What good fit looks like
CEOs and boards who have worked with Liam on a specific engagement and want to maintain the relationship. A limited number of ongoing advisory relationships are taken on at any time.
Important to note
What this is not
Liam is not a restructuring advisor or turnaround specialist. He works with good companies trying to make important decisions better — not with distressed situations requiring operational triage.
There is no team, no standardized methodology, no delegation to junior staff. Every engagement is led by Liam directly — his expertise and judgment are the engagement.
Liam does not take on low-stakes project work. The situations that fit best are those where the decisions are consequential, the stakes are high, and the quality of judgment will matter.
Liam is primarily interested in providing services in non-oil-and-gas sectors. The expertise built in oil and gas — one of the world's most demanding operating environments for capital governance, risk management, and leadership judgment — transfers directly to the sectors he works in.
If the situation sounds right
The best way to determine fit is a brief, confidential conversation. All inquiries are treated discreetly.
Enquiry