1:1 COACHING
CEO COACHING
As the company grows, the CEO’s job changes.
I help you figure out where to step in or let go, and how to lead through the team.
Who This Is For
CEOs and founders of companies from Series B through public whose companies have become too complex to lead through personal involvement alone.
You’re realizing that what got you here won’t get you there. Your team is full of experts in areas you don’t have experience in and you’re not sure how to lead them. The board expects more. You want to grow as a leader but are not sure what the highest leverage move is.
What We Work On
Leadership Under Pressure
How to stay clear when the stakes are high and the information is incomplete. At this level, every option has trade-offs.
Board Dynamics
Work productively with people who have influence over the company 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.
SCALING YOUR LEADERSHIP
What still needs your input and participation, and what should now belong to your executive team.
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.
We work on the real thing: the email you need to send, the meeting you're walking into, the pattern you keep hitting. Anything that’s blocking results.
Between sessions, you can reach out. The business isn’t going to wait for the next session.
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.