Most people who call have been sitting with the problem for longer than they should. If one of the lines below sounds familiar, that's worth a conversation.
13th Street is built around senior commercial experience. The work covers growth, strategy, and the complex situations where getting the decision right matters.
It's grounded in operating, not observing: MD of a multi-unit manufacturing business, restructuring and turnaround director across listed and multi-jurisdictional environments, strategy and execution support in industrial and technology businesses. The same person is in the room from the first conversation to the last.
Each one is treated as a single, named situation: a real business, real people, a real next decision. Treated that way from start to finish.
— CJ Dicks, Founder
The shape of the work adapts to the situation: a single hard decision, a quarter of stabilisation, or a long-arc support relationship.
Someone who's been in the room, has no stake in the outcome except wanting the company to succeed, and will tell you what they actually think.
Most strategy work produces a document. This produces a decision. A clear diagnosis of what's actually happening, a sequenced plan, and agreement on what done looks like, before anyone leaves the room.
Misaligned shareholders. A partner dispute. A co-founder relationship that's broken. The work is getting the right people into agreement before it costs more than it already has.
Meagre performance. An agreement dispute. A succession that's gone sideways. These situations are expensive to get wrong and rarely come with a second attempt. These are the moments that need an experienced, objective hand.
Thirteen priorities, all urgent, none finished. The team is capable. The problem is focus. This sets a lightweight cadence, clears the priorities, and builds accountability through the people you already have.
Most engagements reset every time. You spend the first hour rebuilding context. This doesn't. A retained relationship that compounds. The tenth conversation is more useful than the first because the background is already there.
Deliberate, visible, and built to outlast the engagement.
A confidential read of what's actually happening: symptoms, root causes, and the decisions that will move things. Plain language, written down.
Working with the owner and key people to agree what gets prioritised and what gets set aside. Everyone pointed the same way, in writing.
Standing alongside leadership while the plan is run. A cadence, an ear, and a second mind when it matters.
Conversations stay in the room. References on request only.
No product to sell, no referral arrangement, no other interest in play. The advice is the whole point.
Senior work happens off-stage. The output is decisions, not decks.
Name the symptoms and the root before reaching for an answer.
The leverage point is the organisation that already exists. We sharpen it.
Plain language, written down, said in the room. What needs to be said gets said.
Conversations stay in the room. References on request only.
No product to sell, no referral arrangement, no other interest in play. The advice is the whole point.
Senior work happens off-stage. The output is decisions, not decks.
Name the symptoms and the root before reaching for an answer.
The leverage point is the organisation that already exists. We sharpen it.
Plain language, written down, said in the room. What needs to be said gets said.
"If you've been sitting with the same problem over and over, and it's not getting clearer, that's usually the signal."
One conversation, one hour, no proposal. If there is a fit, a written read of the situation follows within a week.