About
So here’s the person—where the work comes from, what it’s built on, and what I believe about organizations after all the years inside them.
I’m Sam Spurlin, a work designer based in the New York area.
For a decade I worked at The Ready, the organizational design firm, helping executive teams at some of the world’s largest companies change how their organizations actually operate—not the values on the wall, but the mechanics underneath: how decisions get made, how information moves, how authority is shaped, how meetings spend everyone’s attention. I led transformation work inside global enterprises and coached senior leaders through the structural and strategic questions that don’t fit in anyone’s job description.
Before and beneath all of that is graduate training in positive psychology and systems thinking—which is why my work starts from a different premise than most operations consulting. The point of a better-designed organization isn’t just throughput. It’s that most of a working life gets spent inside these systems, and the difference between a deliberate one and an accidental one is the difference between work that generates energy and work that grinds it away.
I founded Deliberate Works to practice this craft at its highest resolution: directly, personally, without the machinery of a big firm. One practitioner, a small number of clients, and a single conviction carried over from everything I saw inside the world’s most ambitious organizations—the ability to change how you work is itself a skill, and it belongs inside your organization. My job is to build it there, then leave it there.
Along the way I’ve taught working professionals at Critical Business School (a course called The Three Body Problem, on agency at the scale of the self, the organization, and society), spoken to audiences from CIPD gatherings to internal leadership summits, and written The Deliberate, a newsletter on the craft of operating well inside complex systems.
New York area · Works worldwide · sam@deliberateworks.com
When smart, motivated people consistently produce friction, the system is doing exactly what it was designed to do. Fix the design and most “people problems” evaporate.
A tightly scoped experiment run in the actual flow of work teaches more in three weeks than a transformation roadmap teaches in a year. Organizations change by changing, not by planning to change.
Renting your ability to evolve from consultants—including me—guarantees you’ll need to rent it again. Every engagement I run is designed around its own exit.
Holacracy, agile, teal, whatever’s next—an off-the-shelf operating model is someone else’s design decision sold as yours. Methods are ingredients, not meals.
Most waking hours of most adult lives are spent inside these structures. Designing them deliberately isn’t operational hygiene. It’s one of the highest-leverage humane acts available to anyone with authority.
The essays are the method in public. If they sound like the way you wish your organization thought about itself, we should talk.