CEO & DIVISION HEAD COACHING

A Clear Vision.
A Board That Trusts It.
A Team That Executes.

Your new CEO gets one shot. Success builds on year one.

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You've Run The Leadership Assessment

A talent firm assessed your chosen leader. They handed you the report: a list of suggestions, a gap to close, a name to watch. They may have suggested some 90 day coaching. But that's usually where their part ends.

Nobody sat down with the executive and turned that list into a plan they'll actually use.

I pick up exactly there. I sit with them directly — interviews, drafts, edits, back and forth — until the plan is built in their own words.

A report doesn't tell someone how to lead differently.
Sitting with them until they can write a narrative and defend their own plan does.

You Don't Get a Do-Over on This

You've got a new CEO or Group Head who can present the numbers but can't yet stand in front of the Board and say, in plain language, where the company is headed, and where its attention should actually go.

The plan is in their head, or on a cocktail napkin. Getting it onto paper, in a form their Board and their team can follow, is a different skill than the one that got them the seat.

None of this shows up on a performance review in time to fix it. The first Town Hall that doesn't land, the first Board meeting where they can't answer the follow-up question. Those are the moments everyone remembers, and there's no second shot.

The Chair Doesn’t Come
With the Plan

Nobody's questioning whether they're capable. That's already settled, or they wouldn't have the seat. What's untested is whether they can take what's in their head and turn it into a plan that gets three different groups of people to move in the same direction: a Board that needs to trust it, a team that needs to execute it, and the executive themselves, who needs to know which parts of the job actually move the company and which parts are just noise.

The title itself changed the job description. Setting the strategic vision. Coaching the people under them instead of doing the work themselves. Managing attention instead of managing a task list. That's a different job than the one they were just promoted out of, and nobody arrives already fluent in it.

CAN THEY TURN A VISION INTO SOMETHING
THE BOARD WILL BELIEVE IN, AND THEIR TEAM WILL EXECUTE

Why Me

Hi, I’m Justin,

For a decade, as a hedge fund analyst, my job was tearing apart a CEO's plan for creating enterprise value — digging into every assumption, testing whether their story, vague or specific, would actually hold up into real value on the other end. Firms paid me to find the hole in it.

Now I do the same work from the other side of the table. I help your executive build a plan that would survive the analyst I used to be. That's what earns a Board's trust, keeps your stakeholders satisfied, and is what actually gets your executive paid.

I've spent the last decade coaching the direct reports of CEOs who couldn't say what they actually wanted. Watching how much gets lost in a company when the person at the top has a vision nobody else can read.

I've sat on both sides of the table your new CEO is sitting at now: the one grading the plan, and the one coaching the person who has to write it.

Princeton, then fifteen years on Wall Street — Merrill Lynch, Goldman Sachs, Perry Capital, Millennium Management — before I moved into coaching full time.

And I'm not on your org chart. Not a peer, not a direct report, not someone with a reason to soften what I hear or repeat it upward. That's the only reason a CEO tells me the truth.Assessment firms are good at telling you where the gap is. I pick up exactly where they leave off, and stay through the part where the gap actually closes. I love the job of slingshotting someone from a person who can theoretically do the role into someone with an actual, intelligent plan for it.

Sounding Clear in Your Head Isn't the Test.

There's a gap between how clear a plan sounds when you're picturing it in your own head and how it holds up against a Board's follow-up question, live, in the room. Writing it down first, with someone pulling it out of them line by line, is what closes that gap before the room finds it for them.

WHY CEOs CHOOSE JUSTIN AS THEIR EXECUTIVE COACH

The Three Things That Determine Whether Your Leader Succeeds

  • 1. They stay focused on the levers that actually drive enterprise value

    Not the org chart tweak, not the meeting that felt productive but changed nothing, the two or three things that actually move the number this year.

    The plan itself becomes the measuring stick: a way to check, all year, whether their time and attention are actually going where they said they would. Week to week, I'm watching for whether they're still spending their attention there, and I say something the moment they're not.

  • 2. They articulate a vision the Board trusts.

    I interview your Board or CEO directly first, to find out, in detail, what they actually want from your new leader — this is the step everything else depends on.

    Then I interview your executive against what I learned, and we build a real strategic narrative: five to ten pages, disciplined enough that there's nowhere left for a fuzzy idea to hide. They write every word of it. I draw it out of them, so it holds up in front of the Board without notes.

  • 3. They build trust and traction with their own team.

    The narrative becomes a Town Hall, and every direct report gets a one-page brief translating it into what's expected of them specifically. The plan cascades down instead of stalling at the top. Ongoing sessions keep it running: thinking through the thorniest problems as they come up, and each year, writing it down again in a Chairman's or CEO letter: what they accomplished against the vision, and what they're playing for next.

“I’ve never experience coaching like this. I didn’t realize how much of my vision only lived in my head. Now I have a whole team behind me working together to make this vision a reality, a board who believes in it, and a plan to measure my results against.”

— CEO of a 5 Billion Dollar Company

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