An upended global order. New technologies with unknown impacts. A transformation in how we communicate. Crushed assumptions about politics.
We are rewiring the world.
That is why effective solutions start from an awareness of nuance: understanding how individual issues connect to larger currents, but also how they diverge according to people, place, history, and culture. We need to ask questions that will reveal the motivations on every side of an issue. Only then can we design and implement solutions that hold up in the real world, whether launching campaigns, telling a story, opening new markets, or resolving conflict.
Go To Sea Strategies is led by Bruce Wallace. It works with leaders across government, business, and civil society to make sense of these complex conditions, and to guide decisions that can withstand uncertainty.
Strategy and narrative, grounded in how the world actually works.
Go To Sea Strategies
How We Think
Start with questions.
My work begins with questions because that is where misunderstanding usually starts.
Working across Europe, Asia, and North America taught me how quickly narratives harden, and how too many decisions rest on incomplete information or distorted assumptions. In fast-moving environments, the most consequential errors are rarely technical. They come from failing to understand what different actors believe they are protecting, risking, or trying to change.
The greatest risk is not uncertainty, but misplaced certainty.
That awareness shapes how I approach strategic work. Before recommending action, I focus on understanding motivations, constraints, and incentives that are often obscured by institutional narratives or entrenched habits. The aim is not to simplify complexity, but to see it clearly enough that decisions and plans survive contact with the real world.
Tokyo, 2025
What We’ve Learned
Stay close to the ground.
I work at the intersection of media, government, technology, and geopolitics, where decisions are shaped as much by perception and narrative as by policy or data. My career has spanned journalism, public policy, and advisory work across Europe, Asia, and North America, giving me a close view of how power, technology, and culture interact.
Three decades in journalism taught me to question assumptions and understand how stories harden into belief. Over time, my work has involved advising leaders in government, business, academia, the military, and civil society on issues ranging from political risk to technology adoption, public trust, and international engagement.
The common thread has been helping leaders see situations more clearly before committing to courses of action that are difficult or costly to reverse. I am comfortable with complexity. Suspicious of conventional narratives. I understand how new technologies are changing our brains, our culture, our politics, and the way we do business.
Our work
Make visible what matters.
Insight that cannot be understood beyond a small circle rarely survives contact with the wider world. Connecting with people requires awareness of how they receive, process, and make sense of what they see and hear.
Go To Sea Strategies works at the boundary between understanding and perception. Alongside research and strategic advice, we translate complexity into narratives that people can engage with across media.
Go To Sea has the in-house capability to develop video and other forms of visual storytelling, drawing on a deep understanding of how attention operates, how visual cues shape interpretation, and how stories can either clarify or distort what is at stake.
The aim is not spectacle or persuasion for its own sake, but communication that can be absorbed, trusted, and remembered.
Setting a course
Begin with a conversation.
Decisions carry consequences beyond the room. Over the years I have seen how intentions can falter when they meet perceptions shaped by different experiences, and how often what separates people is easier to see than the common ground that could hold them together.
Nuance shapes how the world works.
Some decisions benefit from being tested against an outside perspective, especially when the stakes are high and conditions unclear. A conversation can clarify which questions need to be asked, make visible what may be missing, and bring focus to what actually matters.
If you’d like to talk, you can reach me by email at: bruce@gotoseastrategies.com
You can also find more about my background on LinkedIn.
Grand Banks, 1912