Experience matters when the decisions do.
About
For leaders navigating important commercial decisions.
Drill down to discover more
Experience matters when the decisions do.
About
For leaders navigating important commercial decisions.
Drill down to discover more
Experience matters when the decisions do.
About
For leaders navigating important commercial decisions.
Drill down to discover more
Lead practitioner
Clifford Moss is usually brought in when a business has become hard to read from the inside and the next decision matters more than most. He has been the founder as well as the adviser, so he sits on the same side of the table as the person who has to live with the call. The work is close, direct and short on ceremony. It ends with a clear view of the situation and a sensible order to act in.
Lead practitioner
Clifford Moss is usually brought in when a business has become hard to read from the inside and the next decision matters more than most. He has been the founder as well as the adviser, so he sits on the same side of the table as the person who has to live with the call. The work is close, direct and short on ceremony. It ends with a clear view of the situation and a sensible order to act in.
Lead practitioner
Clifford Moss is usually brought in when a business has become hard to read from the inside and the next decision matters more than most. He has been the founder as well as the adviser, so he sits on the same side of the table as the person who has to live with the call. The work is close, direct and short on ceremony. It ends with a clear view of the situation and a sensible order to act in.
Working style
The work is direct, practical and commercially focused. Clifford is often brought into situations where the next decision carries weight, priorities are unclear, or the business has become difficult to read. His role is to help identify what matters most, what should happen next, and where effort, attention and resources are becoming diluted or misdirected.
Working style
The work is direct, practical and commercially focused. Clifford is often brought into situations where the next decision carries weight, priorities are unclear, or the business has become difficult to read. His role is to help identify what matters most, what should happen next, and where effort, attention and resources are becoming diluted or misdirected.
Working style
The work is direct, practical and commercially focused. Clifford is often brought into situations where the next decision carries weight, priorities are unclear, or the business has become difficult to read. His role is to help identify what matters most, what should happen next, and where effort, attention and resources are becoming diluted or misdirected.
Why Good Business Matters exists
Good Business Matters exists because business decisions shape economic, social and ecological outcomes.
The work is impact-driven and grounded in commercial reality, helping leaders make commercially sound decisions that improve social outcomes and build long-term trust.
Why Good Business Matters exists
Good Business Matters exists because business decisions shape economic, social and ecological outcomes.
The work is impact-driven and grounded in commercial reality, helping leaders make commercially sound decisions that improve social outcomes and build long-term trust.
Why Good Business Matters exists
Good Business Matters exists because business decisions shape economic, social and ecological outcomes.
The work is impact-driven and grounded in commercial reality, helping leaders make commercially sound decisions that improve social outcomes and build long-term trust.
What he's done
Clifford founded his first creative agency, dot.ink, in Auckland in 1998. He launched Manifest, a corporate social responsibility consultancy, in 2005, and founded Good Business Matters in 2013.
Across that arc the work has moved from helping organisations express themselves clearly through brand and communication, to helping leaders make the decisions that shape direction, responsibility and growth.
He has also built and run ventures of his own, including Goodsmiths, a platform of more than 150 social enterprises.
What he's done
Clifford founded his first creative agency, dot.ink, in Auckland in 1998. He launched Manifest as a corporate social responsibility consultancy in 2005, and founded Good Business Matters in 2013.
Across that arc the work has moved from helping organisations express themselves clearly through brand and communication, to helping leaders make the decisions that shape direction, responsibility and growth.
Clifford founded his first creative agency, dot.ink, in Auckland in 1998. He launched Manifest as a corporate social responsibility agency in 2005, and founded Good Business Matters in 2013.
Across that arc the work has moved from helping organisations express themselves clearly through brand and communication, to helping leaders make the decisions that shape direction, responsibility and growth.
He has also built and run ventures of his own, including Goodsmiths, a platform of more than 150 social enterprises. That experience means he reads a business as an operator, not just an adviser.
What he's done
Clifford founded his first creative agency, dot.ink, in Auckland in 1998. He launched Manifest, a corporate social responsibility consultancy, in 2005, and founded Good Business Matters in 2013.
Across that arc the work has moved from helping organisations express themselves clearly through brand and communication, to helping leaders make the decisions that shape direction, responsibility and growth.
He has also built and run ventures of his own, including Goodsmiths, a platform of more than 150 social enterprises.
Where GBM helps
Usually at an inflection point. A growth decision. A repositioning. A new venture or offer. A merger, a restructure, a shift in market conditions. Or a business that has simply become difficult to read from the inside.
The work suits leaders who want the situation properly understood before more time, money or energy is committed.
It suits them less if the decision has already been made.
Where GBM helps
Usually at an inflection point. A growth decision. A repositioning. A new venture or offer. A merger, a restructure, a shift in market conditions. Or a business that has simply become difficult to read from the inside.
The work suits leaders who want the situation properly understood before more time, money or energy is committed.
It suits them less if the decision has already been made.
Where GBM helps
Usually at an inflection point. A growth decision. A repositioning. A new venture or offer. A merger, a restructure, a shift in market conditions. Or a business that has simply become difficult to read from the inside.
The work suits leaders who want the situation properly understood before more time, money or energy is committed.
It suits them less if the decision has already been made.
Strategic Diagnosis
Understanding the real issue before more time, money or effort is committed.
Strategic Diagnosis
Understanding the real issue before more time, money or effort is committed.
Positioning and Brand Strategy
Making the business easier to understand, value and choose.
Positioning and Brand Strategy
Making the business easier to understand, value and choose.
Growth and Go-to-Market Clarity
Turning scattered activity into a clearer commercial path.
Growth and Go-to-Market Clarity
Turning scattered activity into a clearer commercial path.
AI Strategic Operating Models
Building practical AI systems around how people work, think and decide.
AI Strategic Operating Models
Building practical AI systems around how people work, think and decide.
Purpose, Impact and Responsibility
Aligning commercial growth and social impact to build long-term trust.
Purpose, Impact and Responsibility
Aligning commercial growth and social impact to build long-term trust.
Are we the right fit?
Questions before we talk?
What should I bring?
A live decision, opportunity or problem. Whatever is most pressing. It doesn't need to be worked up or a clean brief. The situation as it is, is our best starting point.
Do I need to know which pathway fits?
No. A broader commercial decision usually starts with the Strategic Diagnostic. Scattered AI use you want to evolve into a structured way of working, points to aiSOM™. If you're not sure, the first conversation sorts it.
What happens after the first conversation?
If there's a fit, we'll quickly agree the next step. That might be a Strategic Diagnostic, an aiSOM pathway, a larger piece of work, or a clear view that now is not the moment.
Let's speak, human to human. A coffee in person or on a video meet.
Are we the right fit?
Questions before we talk?
What should I bring?
A live decision, opportunity or problem. Whatever is most pressing. It doesn't need to be worked up or a clean brief. The situation as it is, is our best starting point.
Do I need to know which pathway fits?
No. A broader commercial decision usually starts with the Strategic Diagnostic. Scattered AI use you want to evolve into a structured way of working, points to aiSOM™. If you're not sure, the first conversation sorts it.
What happens after the first conversation?
If there's a fit, we'll quickly agree the next step. That might be a Strategic Diagnostic, an aiSOM pathway, a larger piece of work, or a clear view that now is not the moment.
Let's speak, human to human. A coffee in person or on a video meet.
Are we the right fit?
Questions before we talk?
What should I bring?
A live decision, opportunity or problem. Whatever is most pressing. It doesn't need to be worked up or a clean brief. The situation as it is, is our best starting point.
Do I need to know which pathway fits?
No. A broader commercial decision usually starts with the Strategic Diagnostic. Scattered AI use you want to evolve into a structured way of working, points to aiSOM™. If you're not sure, the first conversation sorts it.
What happens after the first conversation?
If there's a fit, we'll quickly agree the next step. That might be a Strategic Diagnostic, an aiSOM pathway, a larger piece of work, or a clear view that now is not the moment.
Let's speak, human to human. A coffee in person or on a video meet.
Helping senior leaders navigate important commercial decisions.
4 Balmerino Avenue
Toorak, Victoria, Australia 3142
+61 481 313 993
good@goodbusinessmatters.net
ABN 62 608 168 369
Good Business Matters®
Helping senior leaders navigate important commercial decisions.
4 Balmerino Avenue
Toorak, Victoria, Australia 3142
+61 481 313 993
good@goodbusinessmatters.net
ABN 62 608 168 369
Good Business Matters®
Helping senior leaders navigate important commercial decisions.
4 Balmerino Avenue
Toorak, Victoria, Australia 3142
+61 481 313 993
good@goodbusinessmatters.net
ABN 62 608 168 369
Good Business Matters®