Simple format. Real work.

The first conversation

We spend an hour on whatever is keeping you up at night. Not your background, not mine. The actual problem. You leave with a point of view on it, and we both find out whether this is a fit. If it isn't, I will say so and point you to someone better suited.

The first month: your scorecard

Every engagement starts by answering five questions on one page. Why the company exists. How you behave. How you win. The single most important thing right now. Who owns what.

The fourth question is the one that matters most. We write a rallying cry: one time-bound objective for the next quarter or two, and the three to five things that have to be true to hit it. If your objective is not strong enough for everyone to say no to everything else, it is not an objective yet.

By the end of the month the page is done and your leadership team is using it. Most teams review it in a Monday meeting, grading each objective green, yellow or red. That meeting replaces most of the status updates you are running today.

After that: every two weeks, plus whatever comes up

One hour every two weeks. Every session ends with three commitments, and every session starts by checking them. That rhythm is most of the value. It is hard to let a decision sit for six weeks when someone is going to ask about it in two.

Between sessions, you have as much access as you need. Text me, Slack me, send me the deck the night before the board meeting. Clients use this for the things that cannot wait: a hard conversation tomorrow, a term sheet, a hire who is about to walk.

What we actually work on

• Getting you out of the middle. Decision rights, named owners, and a leadership meeting that runs without you narrating it.
• Your leadership team. Role scorecards before you hire, sitting in on interviews and debriefs, and moving early and generously when someone is in the wrong seat.
• Founder-led sales. Narrowing the customer, selling outcomes with proof, using the pilots you already have, and pricing. From the CEO seat, not rep-level technique.
• Decisions. Pricing, the first sales hire, the board deck, whether to raise or get to profitability. You get a direct opinion and the reasoning behind it.
• The raise and the board. Running a process that produces more than one term sheet, shaping the narrative, and walking into the board meeting with a plan instead of dread.
• Co-founders. Separate sessions, then a joint one. Sometimes the answer is a better working relationship. Sometimes it is a clean decision about who does what.

Terms

$4,000 a month. Month to month. Cancel with a month's notice. No annual contract. The company pays, not you personally. Leadership offsites are priced separately.