A Q&A with Chantaie Allick, one of our Problem Definers - a strategist, writer, founder and truth-teller - on how better questions create sharper brands, better briefs, and more human organisations.

Short Bio

Chantaie Allick is a strategist, writer and founder of Ramsay & Co, a strategic storytelling consultancy. She’s also the visionary behind Re‑Work, a movement reimagining work, culture and leadership for the next era. Her background spans journalism, politics and brand strategy — but her focus is always the same: framing what matters, clearly.

“Problem definition is about more than clarity. It’s about getting together, holding hands, and making good choices for the brand we're trying to grow."

Full Q&A

Q: Chantaie, you’ve described yourself as a storyteller first and strategist second. How did you get to that point?

Chantaie: My path wasn’t exactly linear. I studied political science, then journalism, worked as a reporter, moved into brand strategy and left traditional media behind. What connected all of it was this drive to give shape to stories that mattered — for brands, for causes, for people..For me stratey is about understanding the context and then doing the hardest thing: choosing. And that starts with defining the real challenge, not the obvious one.

‍Q: In your work with founders and brand-led teams, you emphasise that good storytelling starts with good questions and understanding your context. What does that look like in practice?

‍Chantaie: It means pausing before leaping. asking What are we really trying to solve? Then: What assumptions are we carrying into this room? In my consultancy, Ramsay & Co, we start every engagement with a  the session that doesn’t start with “let’s make something” but “ what something would solve.”

Q: In our Scorecard, teams who skip problem definition score 49. Those who align score 72. Why do you think so many still skip it?

Chantaie: Pausing means slowing down so you can go fast in the long run. We reward the person who jumps in fast, not on how to ask good questions. Plus, most people haven’t been taught how to ask the right questions. It's not that teams can't do it, they just haven't been taught how.

Q: When you feel a briefing veering off track — what’s your move?

Chantaie: I’ll ask: If we can’t agree, we pause. Often, the brief shrinks.

Q: You lead Re‑Work, a movement to redesign the future of work. Where does problem definition fit in that mission?

Chantaie: Re‑Work is about unlearning. And clarity is part of that. If your team needs to be aligned on what the actual problem is not just in briefs, but in culture. Problem definition is a leadership skill.

Q: Final advice for leaders who want to embed this thinking?

Chantaie: Start your next big meeting with two slides.
Slide one: What problem are we solving?
Slide two: What assumptions are we carrying in?
Do that 10 times. Watch how your culture changes.

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