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For when the business is the thing keeping you up, and everyone around you needs you to have the answer.
Sixty minutes, in person in Bend or by video.
I spent thirteen years running a company I co-founded — from almost nothing, to a hundred-plus employees, through the good years and through closing its doors. Payroll, hiring, the supplier who didn't come through, the decision nobody else can make. I've sat in that chair.
I'm not going to run your company for you, and I'm not going to hand you a framework built for somebody else's business. You know yours better than I ever will. What I have is thirteen years of questions worth asking, and no stake in your answer.
Then we build the practice around it — because the call you keep avoiding usually isn't a strategy problem. It's Thursday at four and you're too fried to make it. So we work on how your week actually runs: how you decide, when you decide, what you do before the hard conversation and what you do after it. Operator's habits, not a motivational plan. You'll leave with something you can run on Monday.
We'll also talk about you, and not only the company. Most of what stalls an owner isn't an operating problem — it's what they carry in before the first meeting. I hit the numbers I said I wanted and was miserable the whole time. I'd rather you didn't find that out the way I did.
And this isn't only about you feeling better. You set the weather for everyone who works for you. When I walked in braced, a hundred people had a braced day — that's a real responsibility, and it's also real leverage. A decision made from a settled place is still a hard decision; the layoff still happens, the conversation still happens. But it lands cleanly. People walk out of your office knowing where they stand and still feeling like people. Leading from love and resolution instead of from fear doesn't make you soft. It makes the whole thing run smoother, for them and for you.
No frameworks. Experience, honest questions, and someone who's been in the chair
For when the business is the thing keeping you up, and everyone around you needs you to have the answer.
Sixty minutes, in person in Bend or by video.
I spent thirteen years running a company I co-founded — from almost nothing, to a hundred-plus employees, through the good years and through closing its doors. Payroll, hiring, the supplier who didn't come through, the decision nobody else can make. I've sat in that chair.
I'm not going to run your company for you, and I'm not going to hand you a framework built for somebody else's business. You know yours better than I ever will. What I have is thirteen years of questions worth asking, and no stake in your answer.
Then we build the practice around it — because the call you keep avoiding usually isn't a strategy problem. It's Thursday at four and you're too fried to make it. So we work on how your week actually runs: how you decide, when you decide, what you do before the hard conversation and what you do after it. Operator's habits, not a motivational plan. You'll leave with something you can run on Monday.
We'll also talk about you, and not only the company. Most of what stalls an owner isn't an operating problem — it's what they carry in before the first meeting. I hit the numbers I said I wanted and was miserable the whole time. I'd rather you didn't find that out the way I did.
And this isn't only about you feeling better. You set the weather for everyone who works for you. When I walked in braced, a hundred people had a braced day — that's a real responsibility, and it's also real leverage. A decision made from a settled place is still a hard decision; the layoff still happens, the conversation still happens. But it lands cleanly. People walk out of your office knowing where they stand and still feeling like people. Leading from love and resolution instead of from fear doesn't make you soft. It makes the whole thing run smoother, for them and for you.
No frameworks. Experience, honest questions, and someone who's been in the chair