Business · Leadership · Organizational complexity
The business changes.
What it asks of you changes, too.
Growth changes roles, relationships, and decisions that used to be straightforward. A sound strategy can still leave the people responsible for it working at cross-purposes.
I work selectively with founders, senior executives, co-founders, and leadership teams where the business situation and the human situation cannot sensibly be separated.
Discuss a business engagementWhere we work
When the familiar way of leading is no longer enough.
Leadership under increasing complexity
Your responsibilities have grown faster than your way of carrying them. Intensive leadership development can mean examining how you exercise judgment, delegate, handle disagreement, and remain effective when competing obligations are all real.
High-growth transitions
The company is outgrowing informal roles and relationships. We work with what that asks of its leaders: changing responsibilities, new layers of management, difficult handoffs, and the conversations growth makes necessary.
Co-founder dynamics
You built something together, but may no longer see the same company—or your places in it. The work makes room to examine expectations, authority, trust, and disagreements that keep returning.
Leadership teams
Important things remain unsaid. Decisions get revisited, communication breaks down, or responsibility falls between people. We work on how the team speaks, listens, disagrees, and makes decisions together.
Consequential business situations
A board conversation, executive transition, strained partnership, or difficult turning point can involve business judgment, relationships, identity, and responsibility at once. We keep those connections in view without pretending that coaching supplies every kind of expertise the situation needs.
Experience behind the work
I know what it is to have responsibility in the room.
My background includes corporate General Counsel and Chief Legal Officer roles, complex litigation, advising founders and boards, and executive responsibilities through difficult organizational transitions.
Those roles taught me that a strong answer in one domain can still leave the larger decision unresolved. People, operations, money, timing, reputation, and relationships all have a say.
I bring that experience into coaching: close attention to the situation, the people carrying it, and what a responsible next move requires.
More about my backgroundWorking together
A small number of substantial engagements.
I take on a limited number of business engagements so there is room for sustained attention. Fit matters: the situation, the people involved, and whether coaching is the right kind of help.
Engagements usually take the form of an ongoing retainer or a scoped project. Depending on the situation, the work may include individual coaching, co-founder conversations, leadership-team sessions, preparation, agreed organizational involvement, and support between meetings.
After an initial consultation, we determine the engagement structure and fees based on scope, duration, participants, organizational involvement, and the support required. There is no standard hourly package or fixed fee.
Clear agreements
Coaching, with the boundaries made explicit.
Coaching—not legal services
This is a coaching engagement. I am not acting as your lawyer, outside General Counsel, or legal adviser. The work does not include legal advice or representation, establish an attorney-client relationship, or provide attorney-client privilege. Legal questions belong with your legal counsel.
Confidentiality and organizational involvement
Before work begins, we agree who the client and participants are, who sponsors the engagement, the purpose and scope, and the boundaries of confidentiality—including any limits or required disclosures.
For company-sponsored or team work, we agree in advance what, if anything, is shared with sponsors or other participants, by whom, and with whose consent. Payment by an organization does not give it unrestricted access to private coaching conversations. Between-session access and organizational involvement are also agreed explicitly.
Read the coaching boundariesBegin with the situation
What is happening—and why now?
Briefly describe what is happening, who is involved, and why it matters now. A few sentences are enough to begin a conversation about fit. Please leave out sensitive business details and other people’s confidential information.
Discuss a business engagement