the art of

perspective

scott

morgan

[he/him]

I spent ten years at Jaguar Land Rover helping transform premium brands into true luxury players.

Now I work with creative-minded founders wrestling with the same tension.

the problem

You're growing. The numbers say so.

But something's shifted. The decisions that used to feel obvious now feel contested. The board wants efficiency metrics.

You want integrity. And somewhere in the middle, you're translating between two languages that don't quite map onto each other.

Here's what I've noticed: most strategic problems aren't actually strategy problems.

They're clarity problems, the kind you can't see because you're standing too close.

I help you find the constraint everyone else is working around.

And build the commercial case for the choices you already know are right.

In practice, that means working alongside you directly. Shaping the argument for when the spreadsheet-minded need convincing.

handcraft,
and why it's
a red herring

Whenever a luxury brand struggles, someone will suggest "more handcraft." Hand-stitched this. Artisanal that. The assumption being: if we just look expensive enough, people will pay more.

But here's what I watched happen at JLR: handcraft was rarely questioned. It was assumed. And I spent years asking the uncomfortable question: does this actually add something, or does it just make us feel like we're doing the right thing?

Handcraft can be a symptom of excellence. It can also be a shortcut to sounding like you have a strategy when you don't.

Hermès doesn't default to handcraft because it's romantic. They've said they'd use machines the moment the quality matched. They're not a museum.

Most brands haven't asked that question. They probably should.