ABOUT
Hi, I'm Robyn
MileZero helps P&L owners in mid and large cap companies make the right calls, deliver results, and build teams that run independently
Core Beliefs
We’ve all seen the values that hang on office walls instead of living in its halls. These aren’t that. They’re the convictions built over a career that shape how I show up with every client. And they’re worth knowing before you decide whether you want me in the room.
Head & Heart
People are more than their titles and functions. They are humans who decide with their hearts and justify with their heads.
Action
Ideas are a dime a dozen. Decisions are priceless. Action is perfection.
Candor
I’ll tell you the truth with clarity and kindness. Every time. Even when it’s hard.
Partnership
You’re not alone. I’ve worked with other leaders facing similar challenges to help them say and do the things the organization resists.
Enablement
The work doesn’t end with the project. It ends when your team can run independently.
How I Know This Works
My career started in brand management at Procter & Gamble, where I helped launch Swiffer and learned how to turn a good idea into a billion dollar brand. Later, at BCG and Innosight, I worked alongside senior leaders who were expected to make consequential decisions with incomplete data, high expectations, and very little room for error.
Often, the most successful people in the room were the leaders who struggled the most when it came time to move. Not because the decision was incorrect or the strategy was unclear, but because they faced silent resistance within their organization. Because, even when the old playbook no longer fits, letting go of it and doing something different feels far riskier than sticking with it.
Where I do my best work.
I don’t tell leaders to “embrace uncertainty” and motivate their teams to do the same. I don’t think that’s useful. What I do is help them move their decision forward, get the organization to buy-in removing the friction, and build teams that turn the decision into action and have the skills to do it over and over again independently.
Some of the most meaningful feedback I’ve received didn’t come from a revenue number, though those matter, and the results have included tens of millions in new growth. A client once told me, “Working with you is like going to Oz. I used to see everything in black and white. Now I see it in color.”
"Working with you is like going to Oz. I used to see everything in black and white. Now I see it in color."
The real work
Helping leaders see more options, make better decisions, and create the conditions for real buy-in, actions, and results.
That pattern is what Unlocking Innovation is actually about. After decades of watching the same stall happen across different decisions, leaders, organizations, and industries, despite thousand sof books, articles, and gurus, it stopped looking like an exception and started looking like a system. I call that system ABC: Architecture, Behavior, Culture. It’s the three things that must work together to remove resistance and get results.
It’s not clients learning it. I teach the ABCs at the graduate level, at both Boston College and MassArt. A business school and a design school. Which means the argument holds up in a strategy classroom, a studio critique, and a client organization.
The person you meet is the person who does the work.
No bait-and-switch on senior people and experts. No junior team rolling into your offices.
So, let’s have a conversation (not a sales pitch) to explore the resistance your decision is facing.