Disruptive Innovation
Examine how markets change and where established assumptions may no longer hold.
About Leverage Co.Senior-led strategy advisory
Senior strategy experience, brought directly to consequential growth choices.
Leverage Co. helps leaders clarify consequential strategic choices and build the organizational capacity to carry them through.
Start with the decision01Founder
Aisaku Pradhan
Founder
Aisaku Pradhan founded Leverage Co. to help leadership teams make their most consequential strategic choices and build the organizational capacity to act on them.
Mr. Pradhan spent twelve years at Innosight, the innovation and growth strategy firm now part of Huron, rising from Analyst to Associate Partner (Senior Director). He led engagements ranging from growth opportunities for early-stage companies to corporate strategy for a Fortune 10 company, across energy, technology, financial services and healthcare.
Trained as an engineer, he began his career in early-stage technology ventures. That background shapes his practical, evidence-first approach to strategy and to emerging technologies, including AI.
BS, Electrical and Computer Engineering, Olin College of Engineering
MS in Management, Babson College
SENIOR ADVISORS
Dr. Karen Sobel Lojeski
Senior Advisor
Dr. Karen Sobel Lojeski is the founder and CEO of Virtual Distance International, which helps organizations measure and reduce the performance costs of technology-mediated work. She developed the concept of Virtual Distance during her doctoral research: a framework of ten factors across physical, operational and affinity distance. She has applied it with major corporations and institutions, including the World Economic Forum.
Dr. Lojeski is the author of three books published by Wiley: The Power of Virtual Distance (2020), Leading the Virtual Workforce (2010) and Uniting the Virtual Workforce (2008). Dr. Lojeski has served on the faculty of Stony Brook University's Department of Technology and Society and chairs Responsible AI Leadership council at NuVert, an executive education firm focused on responsible AI adoption. At Leverage Co., she advises on how leadership connection and organizational design shape a firm's capacity to execute.
PhD, Stevens Institute of Technology
Conor O'Brien
Senior Advisor
Conor O'Brien is a former CEO and Chief Revenue Officer. His work centers on deploying enterprise-grade analytics, including reference models, data engineering, and digital twins, to mid-market firms.
Mr. O'Brien also coached enterprise sales teams in the Challenger methodology and advised healthcare organizations on strategy and leadership. He began his career as an auditor with the U.S. Government Accountability Office, work that still grounds his insistence on evidence. At Leverage Co., he advises on commercial strategy and on building the revenue capacity to execute.
BA, History, St. Lawrence University · MPP, Georgetown University
02Team
Experience matters when the decision is consequential.
Leverage Co. brings strategic choices, relevant evidence, and leadership dialogue into the same working conversation.
The goal is a clearer decision and an organization better able to act on it, not a larger volume of analysis or a generic implementation plan.
03Intellectual foundations
Built on ideas that help leaders make better choices.
Jobs to Be Done
Use customer evidence to understand the progress people are trying to make.
Strategic coherence
Connect where to play, how to win, capabilities, resources, and execution decisions.
Organizational leverage
Increase the capacity of the organization so leadership effort does not have to scale with growth.
04Leverage Co. principle
Strategy and Leverage, not Strategy and Implementation.
Strategy defines the consequential choices.
Leverage increases organizational capacity to execute them.
05Senior-led by design
Direct leadership dialogue, focused on the decision.
The work begins with diagnosis before prescription. Evidence, assumptions, tradeoffs, and organizational implications are made explicit so leaders can reach a more useful decision.
Explore How We WorkBegin with the decisionA focused leadership conversation
What decision deserves a clearer view?
Start with the choice, the context around it, and what leadership still needs to understand.
Start the conversation