Marcus Delacroix

I spent seven years at McKinsey learning how large organizations really make decisions — and how often they confuse activity for progress. I went independent to work differently: small engagements, senior attention, no army of juniors. I work with founders at the inflection points — a new market, a pricing change, a fundraise, a reorg — where getting the call right matters more than getting a 90-slide deck. My job is to bring clarity, pressure-test the thinking, and leave the team more capable than I found it.