Different leaders need different support at different times. Below are 5 typical situations where I add value:

Lone Founder

Lost Momentum

Fast Moving Expert

All Hat, No Cattle

Hedging Your Bets

You are the visionary CEO/founder or are building a business around a major talent.  Chances are, you or your business partners are already successul in some circles, perhaps famous!

Because you have received attention for your talent or idea, you may have a big ego and enjoy performing. Or you may hate being on stage, but know you have to communicate better to grow.

I am very experienced strategizing and executing with both of these personality-types.

You've started a company, secured some funding, and have good advisors.  Even so, you're feeling frustrated at the lack of momentum, maybe your minimum overhead costs more than your maximum profit margin from your early clients, or you have only 1 or 2 big clients and they are project-based. You are in the death-zone, and have to innovate out.  But how?

The talent you have (including your own) is becoming insufficient to win & execute the business you need. You are very relevant, but the market is changing, nothing is clear.

I understand how and why this happens.  More importantly, I know how to pivot out of this bad situation.

You've done this before, not your first rodeo. 

Maybe you had momentum going into the shutdown, but now, everyone is working from home - staff, vendors, clients - everyone!  How to maintain your culture, the gravity that keeps everyone pointed in the same direction.  How to adjust your process to maintain innovation and focus.  With everyone working remotely, it takes so much more time and process. And because no one has experience managing through a pandemic, you don't know what to focus on - protecting and projecting your culture, to keep people, or be all about new business.

You are inspiringly confident and optimistic, and just want a 2nd opinion, a sounding board to stress test a hypothesis, talk through a strategy, or vet and interview prospective employees.  I often play that role, as someon who has been in your shoes.

You are an experienced executive now in charge of an entrepreneurial business unit or recent acquistion.

Expectations are high. you have all the right connections, but are concerned you may not have the practical skillset or experience to pull a new company into being. 

The management and the investors trust you, so in way you have more to lose than most by underdelivering. 

Balancing corporate might and entrepreneurial fight is a challenge I am very familiar with.  It takes a great deal of tranparency, advocacy and constant communication.

You invested in a founder or small leadership team.  They have huge potential but communication is not a strong suit. They need to win more pitches, and communicate more confidently with their staff and investors.

Getting the chemistry right, reading the room, engaging the audience and avoiding the dreaded momentum-killers in  a pitch: I workshop these skills and support them with research from nearly 2000 decision-makers.