The value we bring: independent judgement on growth, transformation, public affairs, strategic foresight, market entry and complex stakeholder decisions.
Long Gamma exists to help leaders make consequential strategic decisions with greater clarity — particularly when the future is uncertain and internal perspectives or capacity are not sufficient on their own.
Organisations that examine their assumptions, consider more than one version of the future and align their leadership around a clear direction make fewer avoidable mistakes and move faster when it counts.
To work selectively and directly with leadership teams, bringing independent judgement, international perspective and practical involvement to the questions that shape the organisation's next phase — and to stay engaged until the decision translates into action.
Long Gamma engagements usually take one of three forms.
A focused 4–6 week engagement to clarify a strategic issue, assess options, test assumptions and define the recommended path forward.
market entry, repositioning, AI readiness, strategic foresight, growth choices, public affairs questions or transformation diagnosis.
A 3–6 month engagement where Long Gamma works directly alongside leadership to support strategy, alignment, execution and stakeholder engagement.
transformation, growth, succession, restructuring, innovation, repositioning or complex organisational change.
A selective advisory relationship with the CEO, founder, board or leadership team, providing senior judgement, challenge and support over time.
leaders navigating recurring complexity who need a trusted external principal with strategic and operational perspective.
Where an organisation needs more than periodic advice, Long Gamma can be embedded temporarily within the leadership team for a defined period — the disciplines delivered from inside the organisation.
Engagements are scoped around the strategic question, not around volume of time. Where it is appropriate for both sides, part of the compensation can be structured flexibly and connected to the progress achieved.
Six recognisable business triggers. If one of them describes your situation today, a conversation is usually the fastest way to test it.
An investment, repositioning, partnership or structural choice is on the table and the leadership team needs an independent view of the options and the trade-offs.
The opportunity looks credible but the commercial, institutional and operational implications have not yet been tested.
The current model is reaching its limits and the organisation needs to identify where the next phase of growth will come from.
Policy, technology or market shifts are altering the conditions you planned for, and the organisation needs both resilience and new options.
Progress depends on regulators, public institutions, investors or partners moving with you, which requires concrete proposals and credible institutional pathways.
The agenda requires experienced strategic leadership alongside the team for a defined period, rather than another permanent appointment.
A small number of engagements at a time, across five disciplines, scoped around the decision in front of the organisation.
Strategic direction, portfolio and business-model choices, competitive positioning and the calls behind major commitments.
Learn more →Structured work on how external change may affect the organisation, along two tracks.
Practical lobbying experience: business needs turned into concrete proposals, institutional pathways mapped and policy outcomes pursued.
Learn more →Entry strategies for new geographies, partnership and alliance design, and the commercial architecture behind growth.
Learn more →Support alongside the CEO, founder or leadership team: alignment, decision support, change execution and responsible AI adoption.
Learn more →Focused advisory assignments, executive workshops or an embedded Executive Residency, depending on the challenge.
A view shaped by the decision, not by internal politics or the next phase of work.
The Principal leads the work from first conversation to final decision.
Advisory from outside, or working from inside the leadership team for a defined period.
Discreet by default, with confidentiality agreed before substance is discussed.
Experience across Spain, Europe and international corporate and institutional settings.
Enrique Opi is a multidisciplinary executive, strategist and entrepreneur with international experience across law, communications, corporate affairs, sustainability and organisational transformation.
He began his career as a lawyer in Brussels before moving into strategic communications and public affairs with international consultancies including Ogilvy and Weber Shandwick.
He joined Epson Europe in Amsterdam as Vice President Corporate Office for Europe, the Middle East and Africa — spanning corporate affairs, HR, sustainability, communications, institutional relations and strategic transformation. This combination of legal, corporate affairs, sustainability, communications and transformation experience gives him a practical view of how organisations make decisions under pressure, build legitimacy and adapt to changing external conditions.
More recently, Enrique led operations in Catalonia and the Balearic Islands for Fundación ONCE, deepening his work in inclusion and social impact through Fundación ONCE.
Enrique is currently engaged with a range of clients and strategic projects, while also teaching at Geneva Business School. He is also a Doctor of Business Administration candidate.
These initiatives are not separate from Long Gamma's advisory work. They give the firm live exposure to the questions shaping leadership today: responsible technology, sustainability, inclusion, institutional trust and human-centred transformation.
Omiwatari is a think tank focused on the intersection of sustainability, technology and humanism. It promotes ethical innovation, environmental stewardship and cross-sector collaboration, with a particular emphasis on inclusivity, dignity, education and opportunities for young people. Its purpose is to help organisations pursue progress and profitability while protecting both people and the planet.
The Business Kindness Alliance (BKA) brings together businesses, academics, NGOs, and leaders committed to conscious leadership, ethical innovation, and human-centred values. BKA helps companies use technology responsibly, build trust, and show that business can be both profitable and principled.
AI Hiring Execution & Talent Intelligence System.
Thought leadership on culture and human-centred transformation.
Public Affairs Boutique.
First conversations usually focus on the strategic question: what is blocked, what decision needs to be made, and whether Long Gamma can help.
Leave your email and a short description of the moment you are facing. Enrique replies personally.
30 minutes, by video. Choose a slot and confirm in the next step.
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Or email Enrique directly at enrique@long-gamma.es.
