About Zack Scott
I work one-to-one with senior leaders on the consequential calls they can't take back.
The information is rarely the problem. What degrades the call is what happens in the room when you commit: the pressure, the momentum, the consensus that formed before anyone stress-tested it, the voices that didn't push back hard enough.
How I Learned This
This work comes out of more than twenty years in Major League Baseball, including four World Series with the Boston Red Sox, the R&D departments I built and led, and a year as Acting General Manager of the Mets.
One signing made the lesson obvious. In 2014, our internal model at the Red Sox valued Pablo Sandoval at about $45 million. We signed him for $95 million. The model wasn't perfect either. Even $45 million turned out to be too high. But it was far closer to right than $95 million, and staying near it would have tapped us out of the bidding early and spared us the mistake entirely. Instead we talked ourselves past the number on momentum. The championship pedigree, the benefit of the doubt that came with it, the auction heating up. A room of smart people running a bad process, and it became a runaway train.
That's the pattern I kept seeing. The industry got very good at the information. Most of the bad decisions weren't data problems. They were human problems: pressure, momentum, and a room that had already made up its mind.
It's the work I do now. I call it Decision Integrity: making the call on what's true, even when the dynamics in the room are pushing you off it.
How I Work
Most of it comes down to two things. The first is clearing the routine work off your plate so you have the room to think. The second is running a real check on the decisions you can't take back, before you commit to them.
Some leaders want that built into a system they own and run themselves. Some want a thinking partner in the room with them. Some want both. The Services page lays out how each one works.
See how each one worksWho This Is For
I work best with senior leaders who own consequential, hard-to-reverse decisions, often during a transition or a high-stakes stretch, and who want direct, independent stress-testing without the committee friction that usually comes with it.
Start Here
If you're carrying a decision like that right now, the best place to start is a free thirty-minute Decision Conversation. We figure out what you're up against and which kind of help fits.