About Us
From abstract strategy to execution that strengthens alignment and performance
Vivid Strategies helps CEOs and leadership teams turn strategic intent into effectively orchestrated, sustained, and purposeful action — with clarity, alignment, and disciplined execution.
Why We Exist
Most organizations don’t fail because of a lack of ambition or intelligence. They fail because strategy remains abstract, disconnected from execution, leadership routines, and the difficult day‑to‑day decisions that strategy actually requires.
Common symptoms we see:
Strategy that lives in slides, not in behavior
Leadership teams that avoid or defer hard trade‑offs, resulting in alignment on paper but not in practice
Goals that shift quarter to quarter without a clear execution rhythm
CEOs and executives carrying too much of the strategic load themselves
Vivid Strategies exists to help leadership teams move from abstract strategy to effectively orchestrated, sustained, and purposeful action, where hard choices are translated into aligned execution, clear direction, and performance improvement over time.
Our Belief
Strategy should be:
Clear and vivid
Grounded in explicit choices and difficult trade-offs
Shared, chartered and understood by everyone
Embedded into how the organization actually operates
Execution is not a phase after strategy — it is strategy, expressed through the ability to make, align on, and follow through on difficult decisions over time.
What Makes Vivid Different
One Integrated Way of Working
Vivid Strategies is built around a single, coherent way of working that connects strategy, execution, and leadership rhythm.
Our three offerings — Strategy Blueprint & Alignment, Strategy Execution & Results, and Office of the CEO — are not standalone engagements. They are different entry points into the same operating model, depending on where a leadership team is today.
This ensures continuity: decisions made in strategy show up in execution, and execution feeds learning back into better strategy.
How we actually differ:
We focus relentlessly on how leadership behavior changes, not just what gets decided
We create one of the clearest and most practical links between strategy and OKRs in the market
We help leadership teams establish disciplined rhythms for planning, review, and decision-making
We work through facilitation and partnership, not frameworks imposed from the outside
We use data, automation, and AI only where they reduce friction and increase human focus
The result is strategy that doesn’t stay conceptual. It shows up in priorities, meetings, decisions, and outcomes across the organization.
Who We Work With
We work with leadership teams in organizations that are facing meaningful strategic pressure, and are ready to address it.
Typically, these are organizations that are:
Growing, evolving, or operating in increasingly competitive markets
Navigating strategic uncertainty, complexity, or change
Led by CEOs who are visionary, mission-driven, or growth-oriented, and who recognize the need for stronger strategic structure and execution capability
We often partner with organizations facing situations such as:
Lacking a clear, shared strategy and feeling increasing market pressure
Translating vision and ambition into concrete priorities and action
Aligning leadership teams after growth, change, or a strategic reset
Preparing for the next phase of growth, transformation, or external scrutiny
Our primary partners are CEOs and executive leadership teams who want strategy to become a practical, lived discipline, as opposed to just an annual exercise.
About the Founder
Laszlo Kismarton
Founder, Vivid Strategies
I work with CEOs and leadership teams at moments when strategy matters most: when the organization is under pressure, direction is unclear, or execution is not keeping pace with ambition.
Over time, I’ve come to believe that strategy and execution are not separate disciplines. Execution is how strategy is tested, refined, and proven, especially when it requires leaders to make and stand behind difficult trade-offs. Treating strategy and execution as linear or disconnected almost always leads to drift, frustration, and missed opportunity.
I’ve been in the middle of growth pressure, leadership misalignment, unclear strategy, and high‑stakes moments — from explaining a future direction to a confused organization, to working side‑by‑side with CEOs preparing for a sale, to shaping and delivering large-scale business transformation initiatives. I’ve also been a CEO myself, with all the complexity, trade‑offs, and accountability that role entails.
Clients often tell me that working together feels both challenging and supportive. I push for clarity and discipline, but I do so with empathy and respect for the realities leaders face. My role is not to deliver answers from the outside, but to act as a true partner, embedded with the team, focused on enabling capability, not dependency.
What differentiates my work is the ability to translate strategy across levels of the organization and turn it into clear priorities through OKRs, and then to embed the rhythms, habits, and ways of working that strengthen alignment and performance over time. The goal is not better documents, but a measurable shift in how the organization thinks, decides, and operates.
I care deeply about this work because of its human impact. When people understand the strategy, see how their work contributes, and experience real progress, work becomes more meaningful, and performance follows. This is especially true for mission‑driven organizations working toward a better future.
I’m deliberate about the work I take on. I don’t work with destructive industries, and I avoid engagements where leadership is not genuinely committed to change. Strategy execution is demanding work. It only succeeds when leaders are willing to do what it takes.
If a CEO asks why they should trust me with this work, the answer is simple: I am transparent about how we work, stay personally involved, focus on root causes rather than surface symptoms, and challenge respectfully when it serves the organization. My standard is not activity, but lasting change in how strategy shows up in everyday execution.
This is not about theory. It’s about helping strategy drive alignment and performance in the real world.
How We Measure Success
Success for us is not the delivery of documents.
It is measured by:
Clearer strategic choices
Stronger leadership alignment
Disciplined planning and review cycles
Improved execution consistency
Tangible business results over time
Our ambition is simple:
Clients who execute better, lead with clarity, and see measurable improvement… quarter after quarter.