amanda casgar · seattle · est. 2026
What you say you are, and what you actually are.
Every company runs two versions of itself: the one in the deck and the one in the hallway. The gap between them is where performance leaks — trust, speed, retention, growth. We find the gap. We say it out loud. Then we close it. Sometimes the company rises to its claims. Sometimes the claims need a rewrite. The second takes more nerve.
fig. 02 — as-built survey. the gap is the work.
how engagements start
Companies arrive through one of two doors. A growth problem: a stalled line, a new market, a partnership taking shape. Or a people problem: a team that's stopped telling each other the truth, an offsite that has to matter this year. Ten weeks in, they're the same engagement. Growth built on people holds. People work anchored to growth pays for itself.
The best engagements anchor to something live — a real plan, real numbers, a deadline. That's where teams grow fastest. The work asks something of everyone.
the work
Growth strategy and fractional leadership.
A growth mandate — positioning, segments, partnerships, the plan — built with your team and anchored in who the company actually is. That's the version that survives contact with customers.
The annual offsite.
Two days a year with the leadership team, designed so something true gets said and something real gets decided. I run these for the same clients year after year. The years compound.
The operating system.
Who decides what. How meetings work. What accountability means here. Written down, agreed to, installed. Unglamorous — and it changes daily life inside a company more than anything else I do.
Community-led growth.
The people who already love you — customers, alumni, partners — become how you grow. I learned this inside the company that proved it. I've spent ten years adapting it to companies that aren't lululemon.
how it runs
fig. 05 — the drawing schedule. no construction without drawings; no sign-off without a survey.
Every engagement starts with a diagnostic: interviews, observation, your actual meetings. Then a plan we agree on. Then the build, on live work, with your team. At the end we compare what happened to what we intended — in writing, including what didn't work.
who's in the room
You get me. When the work needs more hands, I bring in senior people I've trusted for years — facilitators, researchers, brand and design specialists. You'll always know who's in the room and why.
who this is for
CEOs, founders, boards, and the operating partners behind them. If you're accountable for performance and suspect the constraint isn't in the spreadsheet, we should talk. Most clients arrive through someone who's been in a room with me.
Every complaint has a commitment hiding inside it — that's usually where we start. I want to hear yours.