Working Together - Information for Individuals and Organizations
How I Work Across All Engagements – 4 Fundamental Principles
1. Confidentiality beyond compliance. Most of what I learn stays in my head and is never recorded or written down.
2. No pressure. No strings. Good relationships don’t require coercion.
3. Co-creation and customization. A person is not a widget. Neither is an organization. The magic happens when my clients and I combine our expertise and build for the variables actually in front of us. The integration approach shows how this works in practice.
4. Trust creates velocity; bad fit creates drag. I optimize for fit because everything else depends on it.
Individual High Achievers
I am a: Partner, Executive Coach, Confidante, Guru, Sherpa, Psychologist, & People Strategist
Overview:
I work with high achieving executives, founders, owners, and professionals as they navigate the rollercoaster of mountaintops and challenges that mark the trajectory of high achievers. I don’t fit cleanly into a category because I cross categories depending on what each person needs and what the situation demands.
Sometimes we are navigating a high-stakes decision with lasting consequences and deeply hard things with no easy answers. At other times, I’m simply problem-solving their sleep, talking them off a ledge, giving them esoteric knowledge from my diverse background, or validating that the lack of critical thinking drives me crazy too.
Both the work and the relationship are dynamic so that you can trust and disclose on your own terms.
Common Conversations and Goals:
- Life – ongoing personal and professional decision points
- Optimizing everything we can get our hands on
- Navigating people
- Decisions about employees, customers, business partners, or organizations
- Peak performance, energy, sleep, and longevity
- Personal expectations of self and others
- Money – especially history vs current wealth
- Stress management and resilience
- Navigating “political” situations that impact credibility/leverage/results
- Artificial Intelligence – adoption, personal-organizational impact
- Mindset-Personal Defaults-Neurology
- Boundaries, selfishness, and generosity
- Personal identity and confidence apart from achievements
- Transitioning professional roles, buying, building, or selling businesses
- Choosing what is right for us after reading way too many leadership books
Structure & Cadence: The relationship is real, and continues outside of scheduled meetings. We meet most weeks, with natural deviations for vacations or critical competing priorities. Conversations are via televideo or in-person, depending on client location and preference. Between meetings, there is a natural layer of contact: texts, emails, and follow-up calls for time-sensitive matters.
Pricing / Investment – Most of my individual High Achievers spend between 25K–50K/year. Some choose to pay six months at a time; some prefer monthly withdrawals.
My clients and I determine where they fall in that range. For example, some clients simply want a confidential sounding board and my expertise. Others want direct involvement in their businesses or family. Some people want assistance for issues that are critical, time-sensitive, and require complex calibration. We agree on the initial amount in the strategy and fit call, then we iterate from there. The level of excellence is the same; the rest is co-determined.
Non-negotiable – My core value is freedom. Thus, my promise that clients can stop at any time with no strings attached is personal. In practice, when extenuating circumstances get in the way of our work, I return unused funds so they can be reallocated to what is in the client’s best interest.
“I’d like to build a personalized business bill of rights. I’d like to gain tools/insight regarding navigating various professional and personal relationships. I’d like to deconstruct some of the ideas that I’ve held regarding my responsibilities as a leader and CEO. I’d also like a sounding board for future decisions.”
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Organizational Engagement
Executive Alignment, AI Adoption, People Decisions, Growth, Cohesion, Off-sites & Retreats, M&A
Overview:
I believe that the best organizational work is customized. Organizations are oddly parallel to people; they are all similar, but the ways in which they are different impact trust, traction, and whether we make marginal or incalculable gains.
The most important thing is alignment on what we are trying to achieve. Next, we need to agree on how to build and maintain trust. The higher the stakes and the more nuanced the situation, the more trust shapes the speed and effectiveness of traction. What we do together and how we do it depends on the context, culture, and the DNA of the organization. We integrate cash flow, prioritization, and system impact into the conversations. I find personal fulfillment in the strategic thinking and planning that optimizes outcomes. The beauty of organizational systems is that the same interconnectivity that can create dysfunction and chaos can also be leveraged to create rippling, compounding outcomes that far outweigh the effort and investment.
The System Connections Value Proposition
This is by far the highest value, but impossible to predict or promise separately. When I have visibility across and between layers, I see patterns, gaps, and, most importantly, impending train wrecks. It allows us to catch problems before they start or when they are small, making them cheaper to fix. On the upside, the context allows me to create or co-create initiatives that have a deeper, broader impact with the same amount of time and money.
Common Components of Organizational Engagements
- Executive team alignment – Facilitating clarity and cohesion to drive traction
- Human due diligence (Both behind-the-scenes & direct assessment across high-stakes people decisions)
- AI Adoption
- Co-Founder Coaching – Partners who already trust each other but want to optimize the relationship
- Work-Oriented Team Building – focus on team-building within the work instead of as a separate activity
- Guided Dialogues that help executives or team members navigate gridlocked or incendiary issues
- Strategic retreats that reside within an annual system to maintain traction
- Meeting shadowing (Teams, M & A) – allows for a fast, efficient grasp of topics, people, and dynamics
- Succession planning & leadership transition
- Hiring, firing & promotion decisions
- Custom, non-commercial personality assessments and cognitive/intellectual profiles
- Multi-layered and cross-organizational change management
- Leadership support and development
Structure – The approach and plan are built in coordination with the key stakeholder(s). We focus on what we are trying to achieve, system constraints, and any additional factors of sensitivity, urgency, and complexity.
Pricing/Investment Range – The range is co-determined with the key stakeholder(s) once I understand what is needed. While I do have frameworks that apply across my engagements, the processes and ways of working are deeply customized to fit the organization. There are no proposals, contracts, or strings. The higher the stakes and the more people involved, the more questions I ask up front. It is common for both the engagement and the investment to iterate.
Best Use of Me
Engagement with senior leadership or key stakeholders
System impact — For the time and investment involved, focusing on what will have maximum impact. I think in multiple dimensions, so system access allows me to address gaps, risk, or optimization points, achieving a spreading effect with exponential vs. node-to-node impact.
Human due diligence — Decision-making on senior roles, M&A, partnerships, high-stakes meetings where everyone focuses on their role, but no one is in the corner watching the whole room and the patterns.
AI Adoption – Intersecting the humans, tech, and company culture to support practical adoption rather than chasing answers that may be right overall but wrong for the company at hand.
“I’d like us to have a better sense of how the departments impact each other. People get along well; we just lose traction because we’re moving independently.”
Fun System Example: Org was in an industry prone to lawsuits. Traced roots to a segment of customers who were liabilities. Assessed and revamped sales materials to curtail the onboarding of those customers. Educated the sales team on flags. Suggested revamp of commission structure to address the conflict of interest that arises from avoiding the wrong customer.
Strategy & Fit Call
If the High Achiever personality and the Working Together Approach resonate with you, feel free to request a conversation. These conversations are not typical “sales” conversations; rather, they are a two-way conversation to understand what you need. The brief application will ensure that there is potential for a good fit and allow a higher value conversation.
Note: If you’ve worked with executive coaches or organizational consultants before, the fit conversation often includes understanding what that looked like. This clarity helps us identify any assumptions or questions that would impact our work together.