disrupt it, is a consultancy focused on helping companies develop strategic foresight, create new strategic agendas, and adapt to a world where challengers with big dreams and a "can do" attitude are changing the face of competition and disrupting the foundations of industries and institutions.
Garry Schulz
Garry is founder and Principal of disrupt it.
Garry brings a strategy practitioners perspective to disrupt it, having previously been a Principal with PricewaterhouseCoopers (PwC) through to late 2012 in a carer with the firm spanning 22 years. While at PwC Garry served as strategy adviser and Chief of Staff to four of the firm’s CEOs (including each of the first three CEO’s following the merger of Price Waterhouse and Coopers & Lybrand in 1998).
As a consultant at PwC, Garry served a range of external clients in the public and private sectors in areas ranging from strategic planning and facilitation, risk management, change management, performance improvement, corporate advisory, tax and accounting.
Garry was a Monbusho (Japanese Government) Post-Graduate Research Scholar (Osaka University of Foreign Studies and Hitotsubashi University in Tokyo). He holds an MBA from Boston University (Magna Cum Laude) and a Master of Business (Accounting) degree from the Queensland University of Technology. He is also a Fellow of the Institute of Chartered Accountants in Australia.
Garry is passionate about emerging technologies and their impact on business and is a recent graduate of Singularity University’s Executive Development Program at the NASA Ames Research Centre in Silicon Valley.
Garry also pursues a number of entrepreneurial ventures including as founding investor and advisor to the video-based online recruitment platform TalentBox.
Philosophical roots
The following quotes capture ideas that are central to our beliefs at disrupt it about strategy and the future:
“I skate to where the puck is going to be, not where it has been.”
“The future has already arrived. It’s just not evenly distributed yet.”
“To foresee a victory which the ordinary man can see is not the acme of skill.”
“We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten. Don’t let yourself be lulled into inaction.”