About Wilder Strategic Solutions
Wilder Strategic Solutions was founded to help organizations make better decisions, navigate change, and turn important ideas into meaningful results.
The firm brings together strategy, research, operations, technology, governance, growth, and execution—because organizational challenges rarely fit neatly into one category.
Principal
Greg Wilder is an executive leader and strategic advisor with more than two decades of experience spanning strategy, operations, technology, growth, governance, research, and organizational transformation.
Before founding Wilder Strategic Solutions, Greg spent more than a decade as Chief Operating Officer of a large professional membership organization, where he helped lead strategy and operations in an organization serving more than 12,000 members with a multimillion-dollar budget and complex stakeholder environment.
His career has included responsibility for organizational strategy, digital transformation, revenue growth, member and customer experience, governance, technology, research, operations, facilities, education, and execution across major organizational initiatives.
Today, he brings that operating experience to associations, companies, boards, and leadership teams facing important decisions, opportunities, and change.
Built From Operating Experience
WSS is grounded in a simple idea:
Greg has spent much of his career responsible not simply for recommending strategy, but for producing results inside an organization—working across people, budgets, technology, governance, competing priorities, customer and member expectations, and the realities of implementation.
That experience shapes how WSS approaches consulting.
Recommendations need to be analytically sound, but they also need to work in the real organization.
Important organizational problems rarely exist in isolation.
A growth problem may actually be a value problem.
A staffing problem may be a process problem.
A technology opportunity may require workflow redesign.
A strategic-planning challenge may reveal questions about governance, organizational structure, or capacity.
WSS approaches the organization as a connected system rather than a collection of separate functions.
That perspective allows the work to begin with the challenge instead of forcing the challenge into a predefined consulting product.
Strong decisions begin with understanding what is actually happening.
Depending on the engagement, that may involve organizational data, surveys, interviews, focus groups, stakeholder input, market information, benchmarking, process analysis, or other evidence.
Research is not separate from strategy.
It is often what makes better strategy possible.
WSS does not approach strategy as an abstract exercise.
The work should ultimately help leaders decide:
The level of support can range from a focused project to a broader strategic partnership.
Understand what is happening, why it matters, and where opportunities or constraints may exist.
Turn understanding into choices, priorities, direction, and alignment.
Translate decisions into practical plans, responsibilities, processes, technology, measures, and action.
The three are connected.
Better insight supports better strategy. Better strategy makes meaningful execution possible.
You do not need to determine which WSS service you need before starting a conversation.
Tell us what the organization is trying to accomplish, what is changing, or what is getting in the way.
We can start there.
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