For founders of scaling companies

The company outgrew the way you run it.

Private, one to one coaching for founders, owners, and the leaders who carry the business with them. Your EOS® work gives the company structure. These conversations are about the person at the center of it.

Apply for a conversation

If any of this sounds familiar

Founders of growing companies tell me versions of these in our first conversation.

Everything still runs through you.

Decisions stack up on your desk. The team waits for you, then wonders why things are slow.

Your early people have hit their ceiling.

The ones who got you here are loyal and working hard. Some of them are in seats they can no longer fill, and you owe them a conversation.

You are still the best salesperson and the best fixer.

It is how you built the company. It is also why you cannot step back.

The Integrator™ relationship is strained.

You hired someone to run the business. You keep stepping back in, and you can both feel it.

Your own money is on the line.

No investors to absorb a bad quarter. A personal guarantee on the line of credit. You carry it home every night.

You are thinking about what comes next.

A sale, a recapitalization, or stepping back in a few years. Right now the company is worth less than it should be, because it depends on you.

What this is, and what it is not

What it is

Private, one to one, twice a month
About you as a leader: how you decide, delegate, and handle pressure
Built around the commitments you already made with your team

What it is not

Not EOS. Your Implementer runs that.
Not consulting. I will not tell you how to run the business.
Not therapy, though we will talk about more than work when it matters

What we work on

Getting out of the middle.: Which decisions are yours, which belong to your Integrator or your team, and what it takes to stop taking them back.
The conversation you owe.: Telling a loyal early employee the seat has changed. Saying it plainly and with respect.
From doing to leading.: Leading people who are better than you at their jobs, and letting them be.
Carrying the weight.: Running a company on your own money without letting the pressure run you, or your home.

An illustrative scenario

Illustrative scenario

A founder and CEO, $40 million services company, 180 people

The situation. Twelve years in, no outside capital, and growth of twenty percent a year. He hired an Integrator eighteen months ago and still approves most decisions over a certain size himself. His first two hires lead departments that have doubled. He has a personal guarantee on the credit line and has not taken more than three days off in two years.

What we worked on. A written agreement with his Integrator: which decisions are hers, which are his, and when he can step in. The conversation with one of his first two hires about a new role. What it would take for the company to run a month without him.

What changed. Decisions moved off his desk. His first hire took a role that fit, and stayed. He took two weeks off, and the company had one of its best months.

A composite example of common situations, not a specific client.

How it works

1
Apply.
A short questionnaire.
2
Talk.
One exploratory conversation. If it is not a fit, I will tell you.
3
Begin.
Two calls a month, timed around your team's quarter, with short check ins between.

Confidential

What we talk about stays between us. With your permission, your Implementer knows we are working together. They never hear what we discuss.

About Ray

20+ years coaching leaders
8,000+ paid coaching sessions
36 month average engagement
6 companies coached through exit

Ray Brejcha is an executive coach. Before coaching, he spent twenty four years in sales and leadership, founded two companies, and carried revenue responsibility for teams of up to forty five people. He has sat in the leadership meetings, carried the number, and lived the pressure your clients feel.

For six years he was a partner at Neuberg Gore, an executive coaching firm that has worked with more than twelve hundred CEOs and their executive teams. He works one to one with a small number of leaders each year.

If this sounds useful, let us talk.