You have a board, a thesis, and a clock. What you need is a coach who’s sat in your seat under sponsor pressure, and knows how to widen the gap between plan and outcome.
Reporting up is easy. Building the operating system that outperforms the model, quietly, quarter after quarter, is the actual job.
Some are strong, some aren’t, and the sponsor is watching how fast you move on it.
Every decision now bends toward multiple expansion. You need someone who can help you widen EBITDA without breaking momentum.
Among clients engaged two years or longer, average annual revenue growth is 22.8%, versus a 12.77% U.S. average (NYU Stern). Reflects clients who remained engaged 2+ years; not a projection.
First 45 days: separate what will actually drive multiple from what looked good in the IC memo.
Weekly rhythm, monthly board narrative, quarterly reforecast, all owned by you, all defensible.
Buyer-ready storyline built into your operating cadence 18 to 24 months before you take the meeting.
"The board thought I was overperforming. My coach knew I was underperforming what was possible. That's the difference."
That’s your call. Most CEOs share it openly, sponsors overwhelmingly view it as a signal of maturity, not weakness.
Yes. We often run parallel engagements with the CFO or COO once the CEO cadence is established.
Apply and we’ll match you with two or three coaches specifically calibrated for PE-backed CEOs.
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