When the decision is expensive to reverse
SENIOR ADVISORY.
A decision is coming that's expensive to reverse. The room isn't aligned. The technical call and the business call are tangled together, and being wrong costs more than any engagement ever could. That's the room I've spent 27 years in — defense, intelligence, and commercial, where you don't get to be wrong twice. It's also the pattern-recognition the operating model grew from — the same judgment the rest of Wolfberg runs on.
Rooms I've been in
Five competing aerospace primes, one technical strategy, $4B of acquisitions riding on alignment that didn't exist yet. The Army's first end-to-end classified cloud migration, where wrong was not an option. Three Sector CTOs across $11B in business, every quarter a decision that couldn't be walked back.
I've briefed hundreds of stars worth of Generals across all services. I've briefed CEOs and executives of dozens of Fortune 500 companies. I've been in the rooms where it happens.
What it produces
Berg's direct time on the decision — not a team, not a deck handed down. The output is the thing you can act on: written architecture and decision memos, executive-ready readouts that align the room, and standing access through the decision window. Scoped to the decision, not sold by the hour.
You call me when
Decisions that have to land right the first time.
- ›Your leadership team is split on a platform commitment that will define the next decade, and the meeting is next week.
- ›You are about to commit nine figures of program spend on an architecture nobody in the room can independently vouch for.
- ›Competing partners or business units have to align behind one technical direction, and there is no neutral authority in the room.
Senior Advisory is what produced the operating model. The rest of what Wolfberg offers is what the operating model produces.
The Deck
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