About

I'm Malcolm McCance. I help business owners identify what's misaligned in their operations, strategy, and decision-making — so they can make correctly informed decisions rather than guessing under pressure.

Most owners I work with are capable, hard-working people who know something isn't quite right. Revenue is growing but margin isn't. The team is busy but the business isn't moving forward. Opportunities appear but you're not sure which ones actually matter.

That feeling of "working harder but not getting the results we should" — that's misalignment. And it's costing you more than you realize.

What I actually do

I identify misalignment through focused diagnostic sessions—sometimes I see it within the first hour of working together.

At the US Air Force Special Weapons Lab, I was brought in to teach organizational trust principles. By mid-morning of day two, I realized the training wasn't the issue—there was active dysfunction between the finance team and operations.

I stopped the session and asked the colonel if we could work through the real problem right there. With 30 people in the room, we diagnosed the trust breakdown, created a communication protocol, and established a no-blame environment so the teams could actually function.

That's how I work: I see what's broken, I address it directly, and I design the system to fix it.

I then deliver the roadmap with your actual numbers and constraints—financial scenarios, tech stack design, partnership structures, implementation sequencing. You see what's stuck, what's broken, and what decisions will actually move the needle.

I don't just diagnose and walk away. I design the solution and can orchestrate the implementation through specialist teams. Your job is to decide. My job is to show you what's possible and help you execute it.

Track record

Over 30 years, I've worked with organizations across industries and countries to identify what's broken and design the systems to fix it:

Fortune 500 & Global Enterprise:

• AIG (Hong Kong): Executive team development + organizational training systems
• PepsiCo (Asia-Pacific): Leadership transformation
• Shell (Oil Sands): Operations team alignment

Government & Public Sector:

• US Air Force Special Weapons Lab: Organizational diagnostic + real-time team intervention resolving finance/operations conflict
• US Fish & Wildlife Services: Leadership development
• Manitoba Public School District: 3,400-person presentation + superintendent team strategy

Technology & Business Scaling:

• 37 Microsoft partner organizations: Channel strategy growing collective revenue from $20M to $120M over 4 years
• 25 AI automation agencies: Market positioning and strategic focus across multiple sectors

International Consulting:

• UK school turnaround initiative: Training intervention teams for underperforming schools
• Cross-cultural delivery across North America, Europe, and Asia-Pacific

I've trained audiences from 1 person to 3,400 people. I've facilitated organizational interventions with military operations teams, corporate executives, and public sector leaders. I've guided hundreds of technology investment decisions across multiple industries, applying diagnostic methodology to ensure organizations invest in what they actually need—not what vendors want to sell them.

I understand systems, incentives, and how misaligned decisions compound into expensive problems.

How I work

I offer three service models:

• Strategic Diagnostic Sessions (4-hour focused engagements: $7,500-$12,500)
• Multi-Week Diagnostic & Systems Design (4-6 week comprehensive engagements: $25,000+)
• Strategic Advisory Retainers (ongoing monthly access: $10,000-$20,000/month)

Diagnostic sessions are where we identify what's misaligned. Multi-week engagements deliver comprehensive systems architecture and implementation roadmaps. Retainers are for owners who want sustained clarity as they execute.

All services are designed for business owners who want to see clearly so they can act decisively.

Who this is for

I work with $20M-$100M business owners who are growing revenue but experiencing margin compression or organizational friction.

If what worked at $10M is breaking at $30M, we should talk.