Private advisory
Working directly with founders and leadership teams on the situation in front of them.
About
The situation comes before the job title.
I have spent most of my career somewhere between operator and advisor: close enough to the problem to understand what is actually happening, but useful across more than one function.
The operating years
A company changing too quickly to theorize about.
For about a decade, I was inside Mindvalley's executive team.
CHRO and GM responsibility. Interim COO scope at points. During those years the company grew from roughly $20M to $80M in revenue, and expanded to more than 400 people across 40+ nationalities.
That is not a list of titles. It is the environment I learned in: a company changing size and shape fast enough that nothing held still.
What that taught me
After enough repetitions, you stop taking the stated problem at face value.
Management theory did not remain abstract for long.
A structure that worked at 80 people stopped working at 200. People who were exceptional at one stage struggled at another. Decisions made in one room became something else by the time they reached the rest of the company.
After Mindvalley
The problem rarely stays inside one department.
Since then, the work has been advisory.
Alongside founders and CEOs across digital media, personal growth, e-commerce, consumer goods, health and wellness, and technology.
A lot of it sits inside disruption: AI-driven transformation, and succession inside legacy and family businesses—particularly Asian family businesses moving through generational transition, where the business problem and family problem are rarely separate.
The work now
Impact & Integrity
Former leaders brought in when a company is stuck in the scaling stage—to advise, guide the transformation, or do the work directly.
Chaos & Cadence
Long-form writing on business, leadership, and the gap between what looks like the problem and what actually is.
Selective mentorship and executive coaching.
Occasionally, I work directly with individuals developing their own judgment, not bringing a company mandate.
Beyond business
Hierarchy, pressure, ego and competence are difficult to fake.
I have spent fifteen years in martial arts.
The last ten in Brazilian Jiu-Jitsu and grappling. I still train, teach and compete.
It is one of the few places I know where feedback arrives before the story you tell yourself about it.
Selected evidence
“Ezekiel quickly got through to the essence of who I am to find the best course of action that truly felt right for me and my personal ambitions—not just what the business needed.”Traci Fenton — Founder & CEO, WorldBlu
Ten years of workplace recognition from WorldBlu, Great Place to Work, and Inc. Magazine during the Mindvalley years.Recognition earned inside the operating work