I coach CEOs and senior executives through the complexity of scaling and navigating inflection points. Most arrive by referral, during times when the role is outgrowing the playbook: a first CEO seat, a new investor, a company scaling or changing faster than the organization underneath it.
Typically, we meet formally at least twice a month. Informally, I am available as needed, because the moments that matter rarely schedule themselves.
Early on, I run a small number of assessments, including a developmental 360, so you can see how others experience your behaviors. Do they land as intended? From there we will have a clear picture of your strengths, the ones that matter most in this role, and your development areas and blind spots, the ones that could cost you. We make a plan and work it.
On most calls you will bring the topical issues, and we will work them. And part of my role is making sure we also work on the important, not just the urgent.
CEOs. Presidents and COOs stepping up. CROs, CFOs, CMOs, CxOs whose function is scaling faster than any one person should carry alone.
“I have brought Karen into four companies (ranging from $5 million to $200 million) I have led over the last twenty years. She partners with the leadership team in so many ways, as a sounding board for tough decisions, for career advice, and for strategic direction just to name a few. She is the first person I call when the team is the thing standing between us and the goal.”