Working on the informal
human layer that allows people &
teams to think, learn and
collaborate well under pressure.
Most initiatives don't fail because
the strategy is wrong. The organization often
lacks the conditions to absorb change.
The paradox
As complexity increases — AI adoption, post-merger, partnerships — traditional levers like planning, KPIs, and control begin to produce diminishing returns.
More force doesn’t always create meaning.
More effort doesn’t always mean progress.
What matters instead are creating the conditions and removing interference for how people relate, decide, and collaborate under pressure.
More force doesn’t always create meaning.
More effort doesn’t always mean progress.
What matters instead are creating the conditions and removing interference for 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:
- perfectionism that delays decision-making in the planning process
- overcompensation for shared responsibility that is not being held by the team
- communication not moving in sync with fast changes
We intervene at the leverage patterns where the system — the teams, the human layer — can shift.
We trust the system’s intelligence once space is made.
We trust the system’s intelligence once space is made.
Where this context lives
Conscientious with deep expertise but unsure how to move together
People can name ethics but not quite operationalize
Capable teams
High pressure or scrutiny
People sense things but cannot put a finger on it
Responsibility is apparently shared but not held by anyone
High uncertainty
Complex projects
Where teams and institutions find themselves in an
unspoken limbo.
Things aren't broken, but aren't exactly moving either.
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
Organizational Advisor
An MIT engineer turned entrepreneur 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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