LFB Holdings works with founders, executives, and investors to strengthen the environments where high-stakes decisions are made. Our primary service is an Executive Decision Advisory 1-on-1 Service, other Services include Decision Distortion Assessments and Decision Reviews designed to reduce structural risk and improve capital discipline. For inquiries or consultations, send an email to learn how we can support clearer, more resilient decision systems.
Our firm provides focused advisory work designed to improve how consequential decisions are made inside growing companies. Engagements include decision distortion assessments that identify where noise, bias, accumulation, and incentives are most active, executive decision reviews that sharpen real-time judgment, and board and governance design that strengthens decision quality at the leadership level.
Many young companies fail not from lack of intelligence or effort, but from distortion in the systems where judgment occurs. Under pressure, complexity accumulates, incentives shift behavior, and narratives harden across leadership teams. Three of those forces — noise, bias, and accumulation — distort the quality of judgment. The fourth, incentives, distorts the direction of behavior. Understanding the difference between them is where the work begins. This work emerged from decades observing how decision environments shape risk, capital discipline, and the long-term trajectory of ambitious organizations.
Managing Director
Rick Leander advises founders, executives, and investors on improving decision quality inside high-stakes organizations. He is the primary author of the Decision Distortion Framework and the founder of LFB Holdings. His advisory work focuses on the structural conditions that cause capable people — founders, executives, investors, and board members — to take on more risk than they know they're carrying.
The framework emerged from four decades of direct exposure to how consequential decisions get made under real pressure. The first twenty years were inside global banking, working across international corporate finance at scale. The next twenty have been in the entrepreneurial and service organization ecosystem — in early and growth-stage companies, in the firms that fund them, and in the credit unions and financial institutions that operate under their own particular brand of pressure.
What that breadth produces is pattern recognition that isn't available from either side of that divide alone. The distortions that break a venture-backed company and the distortions that quietly erode a credit union's governance are structurally related. The forces are the same. The context changes. The framework holds.
RC publishes Bad Call — a dec ision intelligence publication that applies the framework to documented organizational failures. The analysis is attributed, direct, and public. It is the most transparent demonstration available of how this work operates in practice.