Executive Risk and Leadership Advisory
for High-Consequence Organisations
Crimson Compass is an executive advisory firm working at the intersection of leadership, governance, and organisational risk.
We work with boards and senior leaders where decisions carry real human, operational and reputational consequences.
Crimson Compass supports leadership teams to align risk, accountability and leadership behaviour - particularly where complexity, pressure and visibility are high.
Why We Exist.
Most organisations do not fail because they lack policies, values or intent.
They fail when:
- Leadership decisions quietly increase risk exposure.
- Accountability becomes blurred between board and executives.
- Behaviour undermines systems without being acknowledged.
- Early warning signs are missed or normalised.
By the time issues come to surface, the consequences are already visible - to regulators, investors, employees or the public.
Crimson Compass exists to address that gap early.
Our Approach
We operate at the executive and board interface, helping leadership teams to:
- Understand their real risk exposure, not just what reports suggest.
- Examine how leadership behaviour shapes operational reality.
- Clarify accountability where responsibility has become diffused.
- Strengthen decision-making under pressure and uncertainty.
- Intervene before drift becomes incident, scrutiny or reputational damage.
This is not compliance work.
It is judgement, challenge and clarity where it matters most.
The Team Behind Your Success
Meet Tomasz Kuc
Tomasz is an executive risk and leadership advisor with deep experience in high-consequence operational environments, where leadership decisions directly shape human, operational and reputational outcomes.
His background is rooted in health, safety and operational risk, but his work sits firmly at the executive and board interface. He supports senior leaders in understanding how governance intent, leadership behaviour and decision-making translate into real-world risk exposure - particularly in complex, regulated organisations.
Tomasz is known for his ability to surface hidden risk created by normalised behaviours, assumptions and blurred accountability, often long before issues become visible through incidents, regulatory scrutiny or reputational damage. His advisory work focuses on strengthening judgement under pressure, clarifying accountability and ensuring leadership decisions remain robust when examined in hindsight.
Tomasz brings professional rigour, ethical discipline and lived operational insight to conversations where the cost of getting it wrong is high.
Meet Katherine Krajcarz-Kuc
Katherine is a leadership and organisational behaviour advisor working with senior executives and leadership teams in high-responsibility, high-pressure environments.
Her work focuses on how leadership behaviour, decision patterns and relational dynamics influence organisational risk, performance and accountability. She supports leaders in examining how intent, communication and behaviour are interpreted across an organisation - and where misalignment quietly increases exposure.
Katherine brings a disciplined, ethical approach to executive-level advisory work. She is particularly effective at working with leaders navigating complexity, ambiguity and competing pressures, helping them maintain clarity, authority and responsibility when decisions carry significant consequence.
Katherine’s contribution ensures that Crimson Compass addresses not only systems and governance, but the human and behavioural realities that determine whether leadership decisions succeed or fail in practice.
TESTIMONIALS
As our organisation grew, the challenge was no longer technical capability - it was leadership judgement. We needed our senior leaders to operate with greater clarity, consistency and confidence under pressure, particularly when decisions carried commercial and people consequences.
Katherine’s work with our leadership team created a noticeable shift in how decisions are approached and owned. Rather than defaulting to individual expertise or reactive problem-solving, our leaders developed stronger judgement, greater self-awareness and a more disciplined way of engaging their teams.
What stood out was the relevance to real-world leadership situations. The work was grounded in our context and addressed how leaders respond in moments of pressure, ambiguity and challenge, where behaviour and decision-making are most visible and most consequential.
The impact has been tangible. Leadership conversations are more considered, accountability is clearer, and communication across the organisation has improved. We are already seeing positive effects on engagement, retention and overall leadership effectiveness.
This was not a generic leadership intervention. It was a meaningful shift in how our leaders think, decide and lead with lasting value for the organisation.
Paulina Radomska, Managing Director, Good Life Nieruchomości