The Cauce Firme team
Framing, coordination, and synthesis
Vera Montiel
Turns open questions, scattered documents, and competing urgent demands into a clear frame for the team and the decision-maker.
Distinguishes the decision from initial solutions, organizes the work, and synthesizes findings without losing sight of disagreements that still matter.
Technical capabilities
Problem framing
Defines the decision, decision-maker, scope, constraints, criteria, and exclusions before evaluating solutions.
Information architecture
Classifies background information, dependencies, gaps, and versions to create a manageable working source.
Executive synthesis
Reduces complexity without losing nuance, material disagreements, or conditions that change the recommendation.
Work coordination
Designs sequences, responsibilities, checkpoints, and working rhythms that bring specialties together.
Governance and management control
Connects decision rights, portfolios, indicators, benefits, risks, and accountability.
Negotiation and integration
Prepares interests, alternatives, concessions, agreements, and coordination mechanisms among stakeholders.
Education and applied judgment
What each discipline contributes to a consequential decision.
Combining strategy, governance, negotiation, and change helps turn an ambiguous situation into a decision with a defined scope, accountable owners, and conditions for progress.
Decision design
Industrial Engineering
Brings a systems perspective to organize a problem, its dependencies, and the information needed before comparing options.
In the decision: When management or a board needs to distinguish the core decision from solutions that are currently obscuring it.
Strategy and execution
Master’s in Strategic Leadership and Management
Translates strategic priorities into decision criteria, responsibilities, and execution monitoring.
In the decision: When an approved decision must become a manageable path forward, rather than just a statement of intent.
Governance and accountability
Executive programs in corporate governance
Clarifies what is being decided, which information is needed, who must approve it, and how compliance will be monitored.
In the decision: When owners, boards, and executive teams need to avoid gaps in authority or accountability.
Agreements and change
Education in negotiation and change management
Makes interests, tensions, and conditions for agreement visible to sustain a decision through implementation.
In the decision: When progress depends on aligning stakeholders with different priorities while preserving the engagement’s purpose.
When it adds value
Criteria connected to a situation that matters.
Especially useful when an engagement involves extensive information, multiple stakeholders, and an unclear mandate; organizes the work into an executive synthesis with accountable owners.
Key deliverables
- 01Decision brief and mandate
- 02Map of background information and gaps
- 03Annotated case file index
- 04Executive synthesis and work plan
Guiding questions
The contribution begins with questions that help clarify the decision.
- 01
What exactly are we deciding?
- 02
Who is accountable for that decision?
- 03
What should remain outside the scope to keep the engagement clear?
Next step
Is this decision worth a conversation?
When a problem remains unresolved because the mandate, criteria, or responsibilities are missing, it is useful to frame the decision before opening more workstreams.
In our first conversation, we clarify with you what is at stake and agree on the scope, responsibilities, and capabilities the decision requires.