Working on the informal
human layer that allows people &
teams to think, learn and
collaborate well under pressure.
Especially when technology, complexity or change outpaces familiar ways of working.
The paradox
Most initiatives don’t fail because the strategy is wrong.
They fail because the system lacks the conditions to absorb change.
They fail because the system lacks the conditions to absorb change.
As complexity increases — AI adoption, mergers, cross-sector collaboration — traditional levers like planning, KPIs, and control begin to produce diminishing returns.
More direction doesn’t always create clarity.
More speed doesn’t always create learning.
What matters instead are the often-invisible conditions shaping how people relate, decide, and collaborate under pressure.
More direction doesn’t always create clarity.
More speed doesn’t always create learning.
What matters instead are the often-invisible conditions shaping how people relate, decide, and collaborate under pressure.
What we actually do
Our work focuses on identifying and strengthening a small number of critical conditions that quietly shape behavior inside teams and organizations.
This might look like:
This might look like:
- surfacing unspoken constraints that block collaboration
- restoring trust where speed or uncertainty has eroded it
- helping teams stay intelligent rather than reactive under pressure
- creating space for learning without slowing delivery
We intervene in one or two essential places where the system can shift.
We don’t try to fix everything.
We don’t try to fix everything.
Where this applies
This work often lives in contexts such as:
These are environments where expertise is high, pressure is real, and human dynamics ultimately determine outcomes.
- AI adoption and responsible use
- innovative, research, engineering, and infrastructure environments
- post-merger integration and joint ventures
- public-private or multi-stakeholder ecosystems
These are environments where expertise is high, pressure is real, and human dynamics ultimately determine outcomes.
How we might work together
We usually work in close partnership with leaders or teams over a defined period of time.
Scope and duration are agreed upfront.
The form varies—conversations, observations, workshops, or embedded sessions—depending on what the system needs.
If you’re navigating complexity and sense that something essential isn’t being addressed, we may have a useful conversation.
The form varies—conversations, observations, workshops, or embedded sessions—depending on what the system needs.
If you’re navigating complexity and sense that something essential isn’t being addressed, we may have a useful conversation.
Manshi Low
Team Alignment Advisor
A MIT-trained engineer turned advisor and angel investor, working at the intersection of technology, human behavior, and complex systems.
My background spans engineering, innovation environments, and organizational work across Europe, the US and the Middle East.
I’m particularly interested in how people retain agency, judgment, and trust as systems become more complex.
My background spans engineering, innovation environments, and organizational work across Europe, the US and the Middle East.
I’m particularly interested in how people retain agency, judgment, and trust as systems become more complex.
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