40.1642° N · 105.0974° W · Longmont, Colorado

I specialize in Herding Wolves.

I work with founders and technical leaders negotiating organizational change – leadership transitions, teams that stop trusting each other, risks that nobody's willing to name out loud.

I'm part confidant, part consigliere. I get pulled in when things stop working the way they used to – and nobody inside can see it clearly anymore, or is willing to say it.

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Because herding cats is too easy.

Recognition

Is this your company?

Your CTO and CPO haven't agreed on anything in months – and the team has started working around them instead of with them.

Decisions get made twice. Made in a meeting, then quietly revisited in the hallway, then made again the following week. Nobody's sure which version is the real one.

AI tools are spreading across the company. Some people are excited, some are nervous, and nobody has a clear answer for what's actually allowed or who's responsible.

A new technical leader is struggling. Your best engineer just got promoted and it's not going well. Everyone can see it. Nobody wants to say it.

The founder has become the default mediator for everything – every disagreement, every priority call, every stuck decision routes back to one person.

Strong-willed leaders have stopped listening. Not because they don't care, but because they've stopped trusting that the other side is hearing them.

This isn't a talent problem. You hired well. The people are capable, driven, and smart.

This is an alignment problem. And it tends to get worse, not better, on its own.

AI is just another wolf. Powerful, fast, hard to control – and a lot of companies are letting it into the pack without thinking about what happens next. That's very much in my wheelhouse.

Not sure? There's a six-minute way to find out.

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Why It Works

Two reasons nobody inside can fix this.

Proximity blindness

People inside the organization are too close to see what's actually happening. The dysfunction has become the baseline. It doesn't register as a problem anymore – it just feels like "how things are." The founder, the leadership team, the board – they're all operating inside the same system, with the same blind spots.

Political paralysis

People inside the organization can see the problem – but they aren't willing to name it. Maybe it's the founder's behavior. Maybe it's a VP who's become untouchable. Maybe it's a decision that was made badly and nobody wants to reopen. The cost of speaking up feels higher than the cost of staying quiet. So everyone stays quiet. And the problem compounds.

Both of these require the same thing: someone trusted, external, and willing to be candid. Someone with no internal politics to protect. Someone who can walk into the room, see what's actually going on, and say it clearly enough that the right people can act on it.

That's my role. Part confidant, part consigliere. Not a consultant who produces a report and leaves. Not a coach who asks how you feel about it. The person you call before it becomes a crisis.

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The Work

How I engage.

Every engagement starts the same way: a conversation. No pitch, no proposal, no commitment. I ask hard questions and show you what I see. If there's a fit, we go from there.

Alignment Assessment

~2 weeks

A structured diagnostic across leadership alignment, cross-functional friction, decision architecture, and AI governance. The goal is to surface what's really going on – where decisions break down, where friction shows up, and where the real risks are. The deliverable is a candid verbal brief and a clear picture of what needs to happen next, in what order.

This is not a 40-page report. The value is what gets said in the room – synthesis and judgment, not documentation.

Focused Intervention

30–45 days

Sometimes the assessment reveals friction that needs hands-on work to resolve. When it does, this is a targeted engagement scoped to the specific issues – a leadership communication breakdown, addressing identified risks, AI governance foundation work, or something else entirely. Scope is defined by what the assessment actually revealed.

The goal is forward motion on the right things. Not a promise that everything is fixed – a promise that you'll know exactly where you stand and what comes next.

Advisory Retainer

Individuals or Teams

Long-term access to judgment. Available when something feels off, pulled into meetings when significant decisions are being made, providing real-time perspective on leadership dynamics, negotiation situations, AI decisions, and organizational risk.

Not a project. A relationship. The kind where you have someone in your corner who maintains enough context to be genuinely useful – not just reactive. Some clients get here after an assessment or intervention. Some know from the first conversation that this is what they need.

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About

Pattern Recognition at Scale.

Mercier, K. · Longmont, Colorado

Thirty years at the intersection of technology and business taught me one thing: the technology is rarely the real problem. The misalignment is.

Leaders stop trusting each other. Decisions won't stay decided. Risks everyone can see, nobody will name. I help founders and technical leaders see what they're too close to catch – and say it before it becomes a crisis.

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What Others Say

Testimonials

Korey was brought in to not only build an IT team but support an entire organization going through rapid growth across the board. He was successful in both endeavors. I appreciated his attitude and passion for a positive work environment for his team and its members. If I was starting a new business Korey would be one of my first calls.

Greg Reiter

COO / CFO

Korey built an incredibly talented IT team and oversaw the implementation of the infrastructure to support diverse IT and information security needs. He is skilled at seeing the big picture as well as all the details and excels at explaining his concerns in a very understandable, straightforward manner.

Amy Pierce

General Counsel

Korey's love of architecture, security, and brilliant problem solving brought about solutions that benefitted multiple aspects of our business. His positive attitude, energy, and ability to affect change made him invaluable to our program team. Total rock star!

Lee C. Meyer

Founder, Ever Generate

In all of Korey's interactions, he speaks like an educator, and his thoughtful consideration of issues engages others and fosters a collaborative team environment. He excels at bringing together the right people for a common purpose.

Kelly O'Brien

Director of Engineering

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Thinking in Public

See how I think before we ever talk.

Upcoming Panel

Colorado Startup Week · Sep. 14, 2026

Your First Executive Team Might Be Fractional

Back on the fractional panel for a third time, at Colorado Startup Week with Crys Black moderating. For founders deciding how to get executive judgment before they can afford executive payroll: when a fractional leader beats a full-time hire, how to structure the engagement, and the early signs it's going sideways. I'm the technology seat, and the one who'll say what happens when the business and technical sides stop lining up.

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Article

LinkedIn · Jul. 2026

The Seven Layers of Organizational Failure

Organizations don't fail all at once – they fail in layers. The seven-layer networking model, repurposed for tracing visible breakdowns – priorities that won't hold, decisions made twice – to the layer where they actually started.

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Talk

RMAIIG Marketing Subgroup · Jul. 2026

Running AI Locally: What It Is, Why It Matters, and When to Consider It

The fear of foreign models “calling home” is legitimate – it's just aimed at the wrong layer of the stack. What changes when an organization runs AI on hardware it controls – privacy, cost, model provenance, and who owns the guardrails when there's no cloud vendor in the loop.

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All talks & writing

Things starting to get messy?

Most of the founders I work with don't arrive with a clear diagnosis. They arrive with a feeling – something isn't right, and they can't quite put their finger on it. That's normal. That's actually the right time to have a conversation.

If you'd like to put words to the feeling first, the signal read takes six minutes.

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He is skilled at seeing the big picture as well as all the details – and excels at explaining his concerns in a very understandable, straightforward manner.