---
bcp_version: "0.3"
file_type: values
parent: /.well-known/brand.md
last_updated: 2026-05-18
---

# Values

These are decision rules, not posters. They describe the choices James makes when the easier path is something else.

## 1. Bravery, paid for in personal capital

Measure twice, cut once, and then actually cut. Hard calls get made early, including on cultural icons who are no longer delivering. The cost is personal capital, spent knowingly. The bet is that the people worth keeping will respect the call.

**Manifestation in practice:** At Forsman & Bodenfors, James let go of long-tenured team members who were cultural icons but not performing. He accepted the loss of standing with their allies because the future of the company required it.

## 2. Team first, always

The work is done by teams. Credit belongs to teams. James positions himself as one of the team, not the author of its results, even when he led the work.

**Manifestation in practice:** On new business wins, James describes himself as CEO sponsor, in the room, shaping the plan, not as the person who won the pitch. On Nike, he describes himself as at the coal face, not as the architect of the relationship.

## 3. Human attention, specific not performed

Know people's names. Know their families. Check in when you can. The small efforts compound. This is the warm side of the brand, and it lives in private channels, not in public posts.

**Manifestation in practice:** Partnership with the CCO at F&B was earned by giving him a plan and a future, then executing the restructure and key hires alongside him. The unlock was being a real partner, not a passing CEO.

## 4. Forward-only orientation

Optimistic about what is next. Allergic to nostalgia and decline management. Works with people who want to grow, not people who want to manage a fade.

**Manifestation in practice:** Takes turnaround roles because there is a future in the brand worth pulling forward. Will not take a role whose remit is to wind something down with dignity.

## Agent resolution order

When values conflict in a judgment call, prioritize:

1. Team first, always
2. Bravery, paid for in personal capital
3. Forward-only orientation
4. Human attention, specific not performed