High performing teams don’t happen by accident
I work with VC-backed founders, CEOs, and exec teams at the moments that actually test a leadership team. A raise. A pivot. Rapid growth. Co-founder friction. The point where who you've been is no longer enough for where you're going.
These moments don't get solved by strategy alone. They get solved by leaders who think clearly under pressure, communicate with precision, move fast without losing each other, and have the capacity to sustain it.
Most of my clients aren’t in a crisis. They are at a treshold.
The Series B just closed. You just committed to another pivot. The co-founder relationship that held through the hard years is starting to fracture. You're in back to back meetings running on four hours of sleep and somewhere underneath all of it is a question you don't have time to sit with: am I actually the leader this company needs right now?
Meanwhile the exec team is talented but something in the room is off. Decisions that used to take an hour now take a week. Trust leaks through gaps nobody will name. Everyone is working hard and the sum is somehow less than the parts.
This is the moment most leadership teams try to outrun. More execution. More process. More meetings about the meetings.
It doesn't work. Because the problem isn't the company. It's that the company has grown beyond the version of you, and the team around you, currently running it.
That gap doesn't close on its own. And the longer it stays open, the more it costs.
The gap is never just one thing.
I work on three levels at once.
The connections between them are where the real change happens.
A brilliant strategy run by a leadership team operating in threat response will always underperform. Cognitive clarity without addressing the relational rupture in the room just means everyone understands the problem they're still not solving. These aren't separate issues. They're one system.
This is where I work.
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What decisions need to be made. How the leadership team is structured and communicating. Where the organizational friction is coming from and what it's actually costing you. How to move faster with less force.
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The mental patterns running the show. The beliefs that made sense at an earlier stage and are now quietly limiting you. How you and your team think under pressure, how that shapes every room you walk into, and what changes when you start to see it clearly.
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The layer most leadership work ignores entirely. Your nervous system determines how much intensity you can hold before you contract, avoid, or perform instead of lead. It's the hardware underneath everything else. When it's dysregulated, no strategy compensates for it. When it's regulated, the whole team feels it.
Founders and CEOs at an inflection point. Not necessarily struggling to meet the goals, often the opposite. A raise just closed. Growth just accelerated. And somewhere in the momentum is the quiet recognition that the leader who got here isn't quite the one this next chapter needs.
Executive teams who are capable individually but losing something collectively. The dysfunction isn't loud. It's the decisions that take too long, the conversations that don't quite happen, the alignment that looks fine on a slide and feels off in the room.
CROs, CPOs, CTOs and other c-levels being asked to lead at a scale and complexity they haven't operated at before. The gap between where they are and where they need to be is real, and they know it.
If you're building something real and fast and you want the leadership layer to be genuinely strong, not just functional, this is the work.
This is for the ones that know something has to change.
What clients say
How we work together
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Some founders start alone and bring their exec team in as the work deepens. Some C-levels come independently, without the CEO, to close a gap they know is there. Some teams arrive together, already knowing they need to change something collectively. There's no single entry point. There's just where you are and where you need to get to.
Map the terrain. Not a competency framework. A real read on the patterns, the dynamics, the stuck points, and the strengths worth building on. An honest look at what got you here and what now needs to evolve.
Define who you're becoming. Not a performance target. A leadership vision with tangible shifts. What does this stage of the company actually require from you and from the team around you? Clarity here changes everything downstream.
Do the work. Weekly targeted 1:1 coaching where we unpack the real, urgent, high stakes things. The fears, the patterns, the dynamics everyone privately knows about and nobody names. This is where the shifts happen. People start leading differently.
Connect the organization. Workshops and offsites that connect the dots across the whole leadership layer. By this point I know your team and your dynamics well enough to design for breakthroughs that actually hold.
Keep going. Growth doesn't have a destination. As you settle into a new normal, new questions emerge. We go deeper, adapt, and tackle what's next.
Work with me
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Coaching for founders, CEOs and exec team
I work with a small number of founders and executive teams at a time. If you're at an inflection point and ready to go beyond what got you here, let's talk.
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Workshops and keynote talks
Inspire, engage & improve your teams and leaders through talks and workshops on a range of topics for conferences, leadership offsites and internal training.
Before you go
The founders who get the most from this work are not the ones with the most time. They're the ones who stop waiting for things to calm down.
They've often tried other approaches. What brought them here was the recognition that what they're navigating now is more layered than anything they've tried before.
The only question worth asking is what it costs to keep going the way you're going.