ABOUT US
Much like our namesake, Peregrine is by nature migratory: we are ever on an intellectual and social journey, and ever-learning, evolving, and growing through experience. We bring this collective aerial wisdom and vision to our work, to enable you to become the most envisioned, evolutionary version of yourself.
As the bearers of strategic focus, sound judgment, steadfast determination, and spirited aspiration, we are your bird's-eye view of yourself and your organisation.
OUR FOUNDERS
Crystal Antes has two degrees and a passion for learning and enabling leadership. She specialises in translating understanding ("can we?") to action ("how?") and in bridging the cultural-structural gap.
View the full interview.
What degree(s) do you hold: I have a BSE Biomedical Engineering and MS Applied Anatomy from Case Western Reserve University in Cleveland, OH. They are not your typical business-oriented degrees, but are perfect for evaluating the world from a systemic paradigm.
In what way? Well, I have a very extensive background...business, biology, psychology, sociology, and engineering. This means I understand the natural, base laws that govern ecosystems. Things like feedback loops, resource constraints, and biologic limits-to-growth. We like to think we live in a linear, compartmentalised world, but we don't. For too long we've over-simplified business into pseudo-scientific "laws" that have no grounding in reality. Economics and finance are not science, though we like to pretend they are. They provide some useful simplifications of behaviour, but our mistake has been in misconstruing the simplifications for full reality. The challenge now is to extract the good parts and update the paradigm.
To you, what is a successful organisation? A successful organisation is one whose people understand and internalise its purpose within the global ecosystem, and who co-create the cultural characteristics necessary for evolution; this enables everyone to act with leadership as themselves. A successful organisation is relentlessly committed to learning, and that expectation is incorporated on a cultural level as a drive to expand capabilities. Thus far firms have been able to get away without this mentality, but the modern context will demand this approach.
Fill in the blank: Leadership is... being in service...to yourself, to your people, to your organisation. This comes with a set of accountabilities: owning and sharing vision, holding intent, practicing presencing, acting in truth and integrity to the system, and (most importantly) facilitating others to lead.
With that in mind, what are characteristics of leaders? Ultimately, leadership is about authenticity to self and to the nature of things. Cognitive dissonance and bad mental models are a plague on leadership. For a leader to be committed to truth, he must always be working towards discipline, courage, honesty, awareness, empathy, and connection. It's hard and it's scary, but it's necessary and highly rewarding.
What are your business wizardry skills? I mentally zoom in and out of parts of the business system, and translate understanding ("can we? should we?") to action ("how?"). Profit comes from people, so I always respect the people element by creating technical solutions that work with the internal and external culture. I am a bridge between culture and structure, vision and reality.
What makes you most excited? Well, I love the whole process (laughs). Drilling down a hypothesis from multiple angles and having a solution emerge, then answering "Can this work? Yes? Now how do we do it?" Part of me is a total operations and process nerd; it's people plus engineering, with lots of room for collaboration, problem-solving, and group learning. But then I also really enjoy taking people on a leadership journey; to facilitate people and firms to actualisation, and see them surprise themselves. When they say "I had no idea this was possible!" I know we've created something beautiful together.
In what way? Well, I have a very extensive background...business, biology, psychology, sociology, and engineering. This means I understand the natural, base laws that govern ecosystems. Things like feedback loops, resource constraints, and biologic limits-to-growth. We like to think we live in a linear, compartmentalised world, but we don't. For too long we've over-simplified business into pseudo-scientific "laws" that have no grounding in reality. Economics and finance are not science, though we like to pretend they are. They provide some useful simplifications of behaviour, but our mistake has been in misconstruing the simplifications for full reality. The challenge now is to extract the good parts and update the paradigm.
To you, what is a successful organisation? A successful organisation is one whose people understand and internalise its purpose within the global ecosystem, and who co-create the cultural characteristics necessary for evolution; this enables everyone to act with leadership as themselves. A successful organisation is relentlessly committed to learning, and that expectation is incorporated on a cultural level as a drive to expand capabilities. Thus far firms have been able to get away without this mentality, but the modern context will demand this approach.
Fill in the blank: Leadership is... being in service...to yourself, to your people, to your organisation. This comes with a set of accountabilities: owning and sharing vision, holding intent, practicing presencing, acting in truth and integrity to the system, and (most importantly) facilitating others to lead.
With that in mind, what are characteristics of leaders? Ultimately, leadership is about authenticity to self and to the nature of things. Cognitive dissonance and bad mental models are a plague on leadership. For a leader to be committed to truth, he must always be working towards discipline, courage, honesty, awareness, empathy, and connection. It's hard and it's scary, but it's necessary and highly rewarding.
What are your business wizardry skills? I mentally zoom in and out of parts of the business system, and translate understanding ("can we? should we?") to action ("how?"). Profit comes from people, so I always respect the people element by creating technical solutions that work with the internal and external culture. I am a bridge between culture and structure, vision and reality.
What makes you most excited? Well, I love the whole process (laughs). Drilling down a hypothesis from multiple angles and having a solution emerge, then answering "Can this work? Yes? Now how do we do it?" Part of me is a total operations and process nerd; it's people plus engineering, with lots of room for collaboration, problem-solving, and group learning. But then I also really enjoy taking people on a leadership journey; to facilitate people and firms to actualisation, and see them surprise themselves. When they say "I had no idea this was possible!" I know we've created something beautiful together.
Mikkel Fishman is a technical guru driven to create workable, evolving solutions. He specialises in transforming collective intuitive knowledge into defined patterns to enhance understanding.
View the full interview.
What degree(s) do you hold: BS Computer Science.
What work are you driven to do? I would say I translate systems theory insights into workable solutions that address and reimagine society's core needs of housing, water, food, energy, transport, and medicine.
What makes something a workable solution? A workable solution is appropriate to its ecosystem context and can logically evolve through its stages of development and adoption. It also utilises feedback loops to minimise resource inputs.
How does your Computer Science background help inform finding those solutions? Well, everyone needs programmers so I get instant access to the top minds in the world by talking about how I can design solutions for them. It also allows me to develop models and understand what it takes to create an outcome.
To you, what is a successful organisation? It accepts the external reality and has a framework for how it participates within it, including when its time has passed. It is able to continuously regenerate in response to the changing world.
How can an organisation develop this ability to create a framework for regeneration? By incorporating the wisdom present in biologic sciences, which is the ultimate example of continual renewal. The emphasis is on structuring information flow and cultural synchrony over outcome-oriented directions. A tree doesn't say "I'm going to become a certain size"; it becomes the size that is appropriate to homeostasis with its environment.
How does this connect to the problems that society faces today? We have the technology and scientific understanding to address any problem, but it's about people. We are inhibited by individual psychology and collective sociology. But history has shown these can change extremely rapidly, and this gives us cause for hope to lead from the future.
What are your business wizardry skills? Paradigm inception. I also facilitate people to transform intuitive knowledge into defined patterns that can be understood through metaphorical analogy. A metaphor has never convinced anyone of something that they don't already know what is to be true, so my skill is to ascertain what people already believe and perceive subconsciously, and then use metaphor for them to gain conscious awareness.
What makes you most excited? When a culture has matured to the point that it can create better outcomes than the leaders are directing. It's exciting when other programmers point out inconsistencies in my code or architecture, or when scientists no longer need to call me up to write a grant. When clients reach a level of insight superior to mine, I know real cultural change has occurred.
What work are you driven to do? I would say I translate systems theory insights into workable solutions that address and reimagine society's core needs of housing, water, food, energy, transport, and medicine.
What makes something a workable solution? A workable solution is appropriate to its ecosystem context and can logically evolve through its stages of development and adoption. It also utilises feedback loops to minimise resource inputs.
How does your Computer Science background help inform finding those solutions? Well, everyone needs programmers so I get instant access to the top minds in the world by talking about how I can design solutions for them. It also allows me to develop models and understand what it takes to create an outcome.
To you, what is a successful organisation? It accepts the external reality and has a framework for how it participates within it, including when its time has passed. It is able to continuously regenerate in response to the changing world.
How can an organisation develop this ability to create a framework for regeneration? By incorporating the wisdom present in biologic sciences, which is the ultimate example of continual renewal. The emphasis is on structuring information flow and cultural synchrony over outcome-oriented directions. A tree doesn't say "I'm going to become a certain size"; it becomes the size that is appropriate to homeostasis with its environment.
How does this connect to the problems that society faces today? We have the technology and scientific understanding to address any problem, but it's about people. We are inhibited by individual psychology and collective sociology. But history has shown these can change extremely rapidly, and this gives us cause for hope to lead from the future.
What are your business wizardry skills? Paradigm inception. I also facilitate people to transform intuitive knowledge into defined patterns that can be understood through metaphorical analogy. A metaphor has never convinced anyone of something that they don't already know what is to be true, so my skill is to ascertain what people already believe and perceive subconsciously, and then use metaphor for them to gain conscious awareness.
What makes you most excited? When a culture has matured to the point that it can create better outcomes than the leaders are directing. It's exciting when other programmers point out inconsistencies in my code or architecture, or when scientists no longer need to call me up to write a grant. When clients reach a level of insight superior to mine, I know real cultural change has occurred.