About
Karinya Turnbull 

My story

I have worked with teams on strategy decisions in complex environments my entire career.

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​I was often struck by how little consideration was given in strategic discussions to the external environment. ​

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Internal capabilities were analysed in depth, while the forces shaping the organisation’s future, customer preference, policy change, technological disruption, systemic risk, were often under explored. As a result, strategies were set without what I felt was adequately tested against the world they would have to succeed in.  

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I often felt the need for more data and higher quality strategic discussions to support decisions.  This only increased as the projects became more valuable, the timelines longer, and as I become accountable for them. 

Years ago, I represented Australia in mogul skiing. Being prepared for an event that occurs in an open environment where the elements of snow, wind, ice and sun can differ within a course, was essential.  We never trained for every eventuality but planned for different variations.  Now, in a professional capacity I felt under prepared and uncomfortable in some decisions.  

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These feelings changed when I saw scenario planning applied well. Scenario planning provides a disciplined way to bring uncertainty into strategic decision-making. 

It translates complexity into clear, plausible futures grounded in trends seen today. It allows leaders to test strategy against conditions that could realistically emerge, not just those that feel comfortable or familiar.

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Often, progress during scenario sessions came from simple questions surrounding the variables or risks: Does this assumption still hold? How did we arrive at this view?  These questions frequently revealed blind spots, tested entrenched thinking, and lead to better outcome, sometimes unveiling entirely different problem statements.

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As a decision holder of strategy, I experienced the benefits futures thinking can bring. Decisions felt more trusted. Investment choices more confident. Strategies appeared resilient in the face of complex operating environments.

As a Director approving presented strategies, I sought consideration to how the organisations’ strengths would endure if the world they built their offering in, changed.  I felt obligated by my fiduciary duty which in many jurisdictions has become more varied and cumbersome to ensure the strategy was resilient.  

Using scenarios resulted in more than compliance, but confidence, especially when the future feels much wider in outcomes.  

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Sunstone Strategies was established to help leaders with design and delivery of scenario planning.  

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The name Sunstone came whilst in Iceland at a sustainability conference and asked to submit a pitch. Viking stories tell of Sunstones being used during poor weather for navigation.  The name felt like a guiding beacon.  And that’s comforting when you are trying to find direction through fog and cloud, whether you’re a sailor navigating coastlines or seeking perspective on an organisation’s direction.  

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Originally trained as a social scientist, I’ve always found energy from teams creating more out than as individuals.  As a marketer I’ve always found my superpower focusing on the customer’s perspective. Bringing strategy, facilitation and different perspectives in scenario creation is my sweet spot, and I look forward to seeing the benefits of facilitated team engagement, new perspectives and the uncovering of insights to support your strategic challenge.

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Through facilitating the creation of plausible futures, I enable decision makers to build strategies that are not reliant on prediction, but on preparedness, so they can steer with confidence, even when the future is uncertain.  ​

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When I’m not supporting teams to navigate uncertainty, you’ll find me baking gluten, patrolling the beach at my local surf club and being the Chief Activity Officer for my husband and two boys.

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Let's speak how Sunstone Strategies might help you 

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