Aishat Jalloh
Founder and Principal, Morning Dew Partners. Based in Brooklyn, working globally.
Seven years of work I was proud of, and a wish for more say in where the energy went
So I built Morning Dew Partners. The goal was never just to consult. It was to bring institutional-quality strategy to companies building something that matters, and to stay for the execution.
The practice has narrowed since then, deliberately. I work with owner-led B2B companies where the owner is still the best salesperson in the building. I also work with agencies and prime contractors on institutional strategy and subcontracted scope. What those have in common is not a sector. It is a seriousness about building something that lasts.
That focus came from seeing the same pattern over and over. A company grows to a real size on one person's relationships and judgment. Then it finds out that the thing which got it there is also the ceiling. That is not a failure of effort. It is structural, and structural problems have to be built out of rather than pushed through.
There is a commercial logic to it too. Work that leaves capability behind produces referrals. Work that leaves only documents produces a renewal conversation. Those are not the same thing.
Background
Deloitte first, then Google.
At Deloitte I worked in Government and Public Services, on strategy and operations. Large institutions, long timelines, and very little tolerance for a vague answer.
At Google I was in strategic sales. $100M in revenue, 400 plus SMB partners, three product launches and the LATAM partner playbooks. Fast, commercial, measured every quarter.
Before either of those, Columbia. I studied Middle Eastern and African Studies and interned in Cairo and Amman. That is where I learned to ask a better question than the one already on the table.
The useful part is the combination. I can move at the pace a growing company needs and still build something that holds up when someone examines it.
Two things worth saying plainly
Founder-led, by design
When you engage Morning Dew Partners, you are working with me. Direct access to senior expertise from the first conversation, honest counsel without layers of approval, and a partner personally invested in the outcome.
It also means a real ceiling. Two builds running at once is most of a working month. There is a limit on how much I can sell in a quarter, and I would rather say so up front.
The other side of the work
I am also a writer and an actor, and that belongs here for a specific reason. Working in performance and storytelling made me a sharper strategic communicator.
I know how to read a room. I know how to help someone find their presence in a high-stakes moment, whether that is a board presentation, an investor pitch or an all-hands. Stage presence is learnable, and executive communication is one of the most underleveraged assets an owner has.
The fastest way to work out whether this fits
Twenty minutes on a call. Not a pitch. We look at what you are carrying and decide together whether this is the right way to solve it. If it is not, you will know by the end.