Priorities
What does the business need now? Where do leaders agree, and where are competing expectations pulling people in different directions?
Leadership & Organizational Advisory
See clearly.
Lead effectively.
We help business owners, CEOs, and leadership teams work through the people and organizational issues that slow decisions, create friction and interfere with execution.
Our sweet spot is helping capable businesses navigate growth, shifting responsibilities, and ownership change. We clarify what is getting in the way and work with your leaders to strengthen how decisions get made and work gets done.
Start a conversation →Decades of experience
Our principals bring experience in executive coaching, organizational advisory, consulting, and business leadership.
Relationships built on trust
Several clients have chosen to work with us for more than a decade, through changing priorities and stages of growth.
Direct access to experienced partners
The people helping you understand the challenge stay involved in the work of addressing it.
Selected organizations our principals have worked with
Southern CompanyGeorgia PowerGoogleEncompass HealthU.S. Air Force
When to call us
When the business is moving, but the team isn’t moving together.
- Too many decisions still come back to you.
- Leaders leave meetings with different understandings.
- Work falls between departments or responsibilities.
- The same conflict keeps returning.
- Growth or transition is stretching how the business operates.
We help you understand what is driving the friction and what needs to change.
How we think
Where the problem shows up isn’t always where it starts.
You know your business. We bring an outside perspective to help you see why decisions stall, ownership gets blurred, or the same problems keep returning.
Together, we examine priorities, patterns, and people to clarify where action will make a difference.
Patterns
Where do decisions stall, handoffs break down, or the same problems keep returning? What do those patterns reveal about how the organization works?
People
Do people understand what is expected, have what they need to deliver, and trust one another enough to address difficult issues?
A clearer picture. A more effective way forward.Leaders agree on priorities. People know what they own and when to involve others. Difficult issues get addressed, and work moves more reliably across the business.
The Alignment Engine
Alignment is an outcome, not an initiative.
Alignment means leaders and teams share a clear understanding of what matters and work together to deliver it. As the business grows, responsibilities shift, or conditions change, that alignment needs ongoing attention.
Clarity
People understand what matters, what they own, and how decisions get made.
Communication
People make expectations explicit, check understanding, and share what others need to act.
Trust
People follow through, raise concerns early, and address difficult issues directly.
Alignment at every level of the business
01
Self
Help leaders recognize how their assumptions and behavior affect their decisions, the people they lead, and the work they need to accomplish.
02
Relationships
Clarify expectations, adapt communication, and work through conflict so people can address difficult issues and rely on one another.
03
Team
Improve decisions, ownership, accountability, and handoffs. Strengthen the seams where work passes from one person to the next.
04
Organization
Keep priorities and expectations clear across functions and levels so people understand how their work contributes and can act with confidence.
In practice
What this looks like in practice.
Case study 01 · Growth & alignment
Helping a growing organization regain alignment
The situation
Rapid growth had added people, responsibilities, and complexity. Leaders could see misalignment, but needed to understand how individual leadership and organizational structure were each contributing.
What we clarified
The work surfaced seven areas where greater organizational clarity was needed and helped leaders distinguish individual development needs from issues requiring a broader response.
What changed
Leaders developed five strategies to improve communication, role clarity, leadership consistency, culture, and access to information. Individual conversations now help them test those strategies and adjust as they learn.
Case study 02 · Ownership transition
Preparing a strong firm for its next generation
The situation
An established professional services firm was preparing for a generational transition in ownership. Incoming partners wanted to preserve the firm’s strengths while changing practices that would limit its future.
What we clarified
The partners agreed on what to carry forward, what needed to evolve, and what those choices meant for the firm’s operating model and approach to its people.
What changed
Partners report more capacity to work on the business. Employees have clearer development paths and greater visibility into their futures. The firm also changed how it recruits, develops, and retains professionals.
How we work
Work designed around what your business needs.
We begin with the business challenge and the outcomes you need. Then we design the work around the leaders involved.
An engagement may combine shared learning, individual coaching, and small-group application. Leaders use real decisions, conversations, and handoffs to put the learning into practice.
01
Shared learning
Build a common language for leadership, communication, and accountability. Use it to address challenges your team is facing.
02
Individual coaching
Help leaders strengthen their judgment, address difficult conversations, and lead more effectively in their actual roles.
03
Small-group application
Bring leaders together to work through live challenges, learn from one another, and build more consistent ways of working.
Progress you can see in the work.Together, we look for the changes that matter to your business: clearer decision authority, more reliable handoffs, stronger follow-through, or less dependence on the owner to resolve everyday issues. We review what is changing and adjust the support as your priorities evolve.
What leaders value about the work
Amy + Dan
“Amy and Dan build credibility and trust. They’re genuine, sincere people and professionals, and people enjoy working with them. There’s tremendous value in what they provide, and who they are is a big part of that.”Stephanie GossmanGeneral Manager, Planning & Policy · Georgia Power Company
Dan Frey
“What I value most about Dan is his ability to help leaders see themselves, their teams, and their challenges from a different perspective.”Walt FarrellPresident & CEO, Atlanta Gas Light and Chattanooga Gas
Dan Frey
“Rather than dictating advice, he listens, offers thoughtful approaches tailored to my natural style, and challenges me toward self reflection so my communication truly aligns with the person or situation in front of me.”Corbin AdamsCFO, Walton Communities · Client for 10+ years
Amy Norton
“If you've got communication, culture, trust issues … Amy is the person to help.”Michael Epps UtleyCEO & Founder, GoEpps
Amy Norton
“Amy created space for our team to process rather than talking at us. Almost immediately, people were more open, more willing to engage, and more willing to name problems.”Ryan KingChief Growth Officer, Tithely
Leadership
Experienced partners. Personally involved.
GiANT Southeast brings together expertise in leadership development, organizational dynamics, and business operations. Clients work directly with experienced partners who help them understand the challenge and carry the work forward.
Co-Founder & Partner
Dan Frey
Dan helps leaders strengthen alignment, clarify expectations, and address the leadership and communication patterns affecting performance. His work connects how leaders lead with how their organizations operate.
Explore Dan’s work ↗
Co-Founder & Partner
Amy Norton
Amy helps leaders see the assumptions, relationship patterns, and organizational dynamics shaping their decisions. Her Better Seeing approach builds clarity and trust so leaders can address conflict, communicate more effectively, and move forward together.
Explore Amy’s work ↗
Co-Founder & Partner
Brandon Hutchins
Brandon brings more than two decades of experience leading and growing an engineering business. A Georgia Tech industrial engineering graduate and former Ernst & Young consultant, he connects strategy with the practical demands of performance, staffing, execution, and profitability.
A trusted partner as the business changes.
Several client relationships have continued for more than a decade. As organizations grow, ownership changes, and new leaders step into responsibility, the work evolves. We bring continuity, an informed outside perspective, and the trust to have candid conversations about what the business needs next.
You don’t have to know exactly what’s wrong before you call.
Tell us where decisions are getting stuck, where work is breaking down, or what is changing in your business. We’ll help you explore what may be driving it and what you need to accomplish.
In our first conversation, we’ll discuss the challenge, the outcomes you want, and whether our experience fits the work you need.
dan@giantsoutheast.com · amy@giantsoutheast.com