I like
difficult
problems.
The problems that don't fit neatly into a spreadsheet are usually the interesting ones.
Kunle Adebisi is a strategy consultant and organizational designer who has spent seventeen years moving between consulting, operating and independent advisory roles — each one adding a different lens on the same underlying question: why do good plans fail to survive contact with real organizations?
That question is what the practice is built around. Engagements start with understanding, not recommendations, and end with something an internal team can run without outside help. The work spans strategy, operations, digital transformation and organizational design, because in practice these problems rarely arrive separately.
Education
Postgraduate study in strategy and organizational economics, after four years in operations roles that first exposed the gap between plans and how work actually happens.
Consulting
Joined a regional strategy practice, working across consumer goods, manufacturing and financial services on positioning and growth questions.
Operations
Moved inside an operating business to run transformation from the inside, learning why strategy work that stops at the recommendation rarely survives contact with an org chart.
Transformation
Led enterprise-wide operating model redesigns for organizations scaling faster than their systems could support.
Independent Practice
Started an independent advisory practice focused on the handoff most consultants skip: turning a diagnosis into something an internal team can actually run.
Regional Advisory
Expanded engagements across West, East and Southern Africa, working directly with founders and executive teams.
Global Advisory
Advising organizations navigating growth, digital transformation and organizational change across a wider set of geographies.
- MSc, Strategy & Organizational Economics
- BSc, Industrial Engineering
- 17 years across consulting, operations and independent advisory roles
- Engagements spanning agriculture, consumer, manufacturing, fintech and technology
- Lean Operations & Process Excellence
- Change Management Practitioner
- Agriculture
- Consumer & Retail
- Manufacturing
- Financial Services & Fintech
- Technology
- Nigeria
- Ghana
- Kenya
- South Africa
- United Kingdom (remote engagements)
What I believe.
Clarity beats complexity.
Most organizations don't lack information. They lack a shared, simple statement of what they're actually trying to do. That statement is worth fighting for before anything else.
Evidence beats assumption.
Opinions are a starting point, not a conclusion. Every recommendation should be traceable to something observed, measured or tested.
Execution matters as much as strategy.
A brilliant strategy with no path to execution is a document, not a decision. The two are designed together or not at all.
Good systems should make good work easier.
If a process makes it harder for capable people to do good work, the process is the problem — not the people inside it.
Consultants should leave capability behind.
The measure of a good engagement isn't the recommendation. It's whether the organization can run without the consultant six months later.