1:1 COACHING
CEO COACHING
Trusted partner for growth-stage CEOs and founders navigating the gap between where they are and where they need to be.
Who This Is For
CEOs and founders of growth-stage companies—typically funded, scaling past 50 people, moving from founder-led to team-led.
You're dealing with board dynamics, hard conversations with your exec team, decisions that used to be clear but now feel murky, and the weight of being the person everyone looks to but no one asks how you're doing.
What We Work On
Leadership Under Pressure
How to stay clear and decisive when the stakes are high and the path isn't obvious.
Board Dynamics
Managing relationships with investors who care deeply but don't see the daily reality.
Hard Conversations
The ones you've been putting off with your exec team, your co-founder, or that high performer who's become a problem.
Decision Clarity
When every option has trade-offs and no choice feels clean, we work on frameworks for making decisions.
Personal Sustainability
You can't lead well if you're running on empty. We look at what's draining you, what patterns aren't serving you, and how to build a rhythm that works.
Ready to address what's really on your mind?
How Sessions Work
We typically meet every two weeks for 60–90 minutes. You bring what's live—what's weighing on you, what decision is in front of you, what conversation you're dreading.
Sessions aren't theoretical. We work on the real thing: the email you need to send, the meeting you're walking into, the pattern you keep hitting. I ask questions that help you see what you already know but haven't named yet.
Between sessions, you're not alone. If something urgent comes up, you can reach out. This isn't just coaching—it's having someone in your corner who knows your context and cares about your success.
Sample Starting Points
CEO coaching often begins with a specific situation. Here are a few examples of where we've started.
Preparing for a Difficult Board Conversation
Context
A CEO preparing for a difficult board conversation about missing growth targets.
Complications
The CEO was anxious and defensive. They were over-preparing slides and under-preparing for the actual conversation.
Course of Action
We role-played the hardest questions. Practiced staying grounded instead of justifying.
Consequences
The conversation went better than expected. The board responded with support rather than scrutiny.
Co-Founder Relationship Under Strain
Context
A founder struggling with a co-founder relationship that had become tense and transactional.
Complications
Neither person was saying what they actually thought. Resentments had accumulated.
Course of Action
Helped both co-founders name what was really bothering them. Prepared for a direct conversation.
Consequences
The relationship reset. Not perfect, but functional enough that they could work together again.
Outgrowing the First Exec Team
Context
A CEO who had scaled past their first exec team and needed to make changes.
Complications
Loyalty and history made it hard to see clearly. The CEO kept making excuses for underperformance.
Course of Action
We worked through what the business needed and who was actually right for these new roles. Separated affection from assessment.
Consequences
The CEO made the changes they'd been avoiding in an empathetic way that preserved relationship. Morale improved across the team.