How leaders think and decide when information is incomplete.
This isn't a comfortable topic, but my articles aren't here to make you feel "comfortable". They're here to provoke reflections and sometimes
"What you describe is nothing less than a war between spiritual forces!" A subscriber recently sent me this message. He continued and explained me his theory based on
What to do when you’re asked the wrong question
"Leader". One of the most overused words in business, politics, and social media. Everyone with a title, a team, or a bank account now calls themselves a leader.
I recently saw a viral post on LinkedIn. Someone wrote: “Why did we waste time at school learning Pythagoras’ theorem? Completely useless. I wish I had learned personal finance, relationships,
Personal story of the blackout in Portugal, and the protocol I built following this event.
In the world of intelligence and strategy, everything starts with a simple mission: see what others don’t. We collect data. We track weak signals. We build scenarios. And sometimes, we DARE to anticipate the unexpected.
In corporate security, everyone prepares for external risk: Hackers. Leaks. Market volatility. Competitors. I've seen firsthand crazy budgets put into it. Don't get me wrong, it&
Months ago, I attended a high-profile event. Lots of important people, plenty of influence in the room. But one individual caught my eye: not because of their charisma, but
In a crisis, most people react. Few people decide. Almost none of them think. We were trained to lead in predictable systems. But those systems are collapsing. And with them,
Following the conversation with Kenneth Dekleva, the discussion (in my mind) did not stop. I wanted to deepen it. Grey Zone Operators represent an "extraordinary" psychological profile. Extraordinary.
Meet Kenneth Dekleva. A psychiatrist, a former senior US Dept of State diplomat, a geopolitical risk analyst, a Salzburg global fellow, a senior fellow at the George HW Bush Foundation
