ADVISORY PARTNERSHIP
This is not executive coaching as typically understood, but an ongoing partnership for leaders making decisions where the cost of being wrong is material, reputational, or systemic.
This work does not presume to solve your challenges. It assumes you already possess considerable capability. The value is in having a thinking partner who operates at your level of complexity, holds no agenda beyond your success, and helps you see what proximity may obscure.
The relationship is built around access when it matters — not scheduled calls at fixed intervals. When a decision is live, when pressure is high, when you need a second perspective before you commit, that is when this work is active.
Who is this for?
Venture backed leaders
Navigating investor relationships, board dynamics, and the sustained pressure to perform at pace. Where fiduciary and operational responsibilities intersect in ways that are rarely straightforward, and where the relationship between what is required and what is right requires constant navigation.
Founder led businesses
Where the founder's judgement shapes organizational direction, culture, and capital allocation. Where the cost of drift is personal as well as commercial, and where the transition from operator to CEO is one of the least supported leadership moments in business.
Board Executives
Where decisions have governance implications, accountability is distributed but consequences concentrate, and clarity about authority and ownership matters as much as the decisions themselves.
Four conditions where this work matters
Capital and funding
Capital decisions are live and consequential. Fundraising rounds, capital allocation, major investments, or acquisition decisions change the stakes of everything that follows. These are not technical problems. They are judgement problems with compressed timelines and high consequence.
Scaling and growth
The organization is scaling beyond current leadership capacity. What got you here is insufficient for what comes next. The systems, people, and decision making structures must evolve while the business continues to operate. You need support navigating that transition without losing momentum or creating organizational fracture.
M&A and exit
Exit, succession, or transition is approaching. Whether selling the business, transitioning leadership, or navigating organizational change, these moments require clarity on what success actually looks like and the discipline to execute against competing pressures and timelines.
Sustained complexity
Judgement cadence matters as much as any individual outcome. You are operating in a context where continuous recalibration is required. Market conditions shift, organizational dynamics change, stakeholder expectations evolve. Regular access to external counsel ensures you are not making decisions in isolation.
How the relationship works
Access, not appointments
When a decision is live, when pressure is high and you need a second perspective before you commit, that is when this relationship is active. Not a calendar. Access timed to what you are actually facing.
Monthly working sessions
Deeper thinking time once a month. We slow down, map consequences, pressure test assumptions, and examine what is shifting in your leadership environment, your organization, or your own thinking.
Diagnostic checkpoints
Regular assessment of what is changing and what requires attention. Early signals before pressure becomes crisis. Clarity on whether the focus of the work needs to shift.
Preparation for high stakes moments
Board presentations, investor conversations, significant announcements. Preparation that goes beyond the content to the quality of thinking underneath it.
What this is not
This is not coaching focused on confidence or performance. It is not consulting with frameworks and deliverables. It is not available to everyone who enquires.
What it requires is a leader who owns their decisions, is willing to confront what is uncomfortable, and wants clarity more than reassurance.
Readiness
You are ready for this if
- The cost of a wrong decision is material, financial, reputational, or organizational
- You recognize your thinking is under sustained pressure
- You want to understand what is true, not confirm what you prefer
- You are willing to hear what is uncomfortable if it is accurate
- The decision authority sits with you
You are not ready if
- You are looking for someone to agree with you
- You want a methodology to implement
- The person making the final call is someone else
- You need solutions before you are willing to understand the problem
Advisory Partnership is structured as a quarterly or annual retainer. The scope, intensity, and investment are discussed once I understand what you are navigating, not before.
If this resonates, the next step is a conversation about what you are carrying, what is at stake, and whether this structure serves the decisions you face.
Not every conversation leads to an engagement. That is intentional.