Climate has migrated from the sustainability report to the balance sheet. It now sets the price of capital, the cost of insurance, the resilience of a supply chain, the patience of a regulator. Boards understand the stakes. What slows them is not conviction — it is the absence of a shared map, at the precise moment one is needed. The scene is familiar. A room of capable people, each working from a different version of the facts. Polite disagreement. Quiet hesitation. A decision postponed to the next quarter, and the one after. Momentum in climate strategy rarely collapses. It evaporates. Then the right expert walks in. The questions sharpen. The trade-offs come into focus. By the end of the hour, the room is no longer debating the problem. It is moving on it.

That is what Fern Fitzgerald makes possible.