I offer two primary services: Executive Search and Executive Coaching. Executive Search focuses on keystone leadership roles (President/GM, VP/Head roles) where the right hire materially changes the next chapter. Executive Coaching includes leader coaching (1:1) and team coaching—often using Team<>Market Fit and Kolbe® to improve execution under pressure. I also support business transitions through my partnership with Built For Leaders as a human capital value advisor (bench strength, seat clarity, and key-person risk reduction).

Most people work either as a recruiter or as a coach. I do both through one lens: Team<>Market Fit—matching the demands of the business to how leaders naturally execute, especially under stress. I bring structured decision-making (clear “seat” definitions, scorecards, evidence-based evaluation) plus tools like Kolbe® to reduce friction and improve follow-through. The result is not just a hire or a coaching insight—it’s a leadership system that’s less dependent on the founder and more able to execute without heroics.

Expect a high-clarity, low-fluff process. We start by defining the moment you’re in (hiring, transition readiness, or leadership strain), then we identify the few changes that create the most leverage. In coaching, we translate insights into operating changes—role ownership, decision rights, cadence, and accountability—so behavior shifts in real conditions. In search, we align stakeholders on what “great” looks like, run a structured evaluation, and close with an onboarding success plan so the hire sticks.

Key-person risk is when the business depends on one or two people for revenue, decisions, delivery, or relationships. We reduce it by strengthening leadership bench, clarifying decision rights, and upgrading keystone seats.

It’s the alignment between what the business demands next and how your leaders naturally execute. When Team<>Market Fit is strong, decisions flow, accountability is clear, and execution doesn’t require heroics.

Kolbe® reveals instinctive execution patterns—especially under pressure—so you can assign work to strengths, reduce friction that looks personal, and design roles and decision rights that increase follow-through.

Both. I coach founders/CEOs on delegation, decision hygiene, conflict competence, and leading leaders; and I coach leadership teams on role clarity, decision rights, and operating cadence (often using Kolbe®).

If a missing or misfit keystone seat is the bottleneck, search can be the fastest lever. If the seat is right but execution is strained, coaching and operating clarity typically create more durable change. Often, it’s both in sequence.

Keystone seats that change the next chapter: President/GM/COO-type roles, VP/Head of functions, and leaders who reduce founder dependence and increase execution reliability.

We start with a short diagnostic call. From there, engagements typically run in 2–4 week snapshots and/or 90-day implementation sprints—focused on bench strength, seat clarity, and execution rhythm.

Most work starts with a diagnostic and then moves into a defined scope (snapshot, sprint, or ongoing coaching). I’ll recommend the smallest engagement that creates meaningful leverage.

Yes. For transitions, I often collaborate with CPAs, attorneys, bankers, and exit planning “QB” advisors to ensure the human-capital plan supports the broader transition strategy.

Exit planning is a structured process that helps a business owner prepare the company (and themselves) for an eventual ownership transition—whether that’s a sale to a third party, a sale/transfer to employees or family, or another succession path. The goal is to build a business that is transferable and aligned with the owner’s business, personal, and financial goals.

The Exit Planning Institute (EPI) frames exit planning as building transferability through strong Human, Structural, Customer, and Social Capital, and doing value-building work before the transition.

It’s the degree to which your leadership bench, role clarity, and operating cadence can carry the next chapter—succession, sale/recap, or scale—without relying on the founder as the operating system.

If decisions, relationships, quality control, or delivery still bottleneck through you—or if bench strength and role ownership aren’t clear—you’re likely not ready yet. The good news: readiness can be built in focused 90-day pushes.

It shows up as constant escalations, “only I can do this,” meetings that don’t produce decisions, and leaders who need the founder to unblock execution.

CEPA® stands for Certified Exit Planning Advisor, a professional designation awarded by the Exit Planning Institute (EPI). It trains advisors to use EPI’s Value Acceleration Methodology™ to help owners uncover risks, build value, and align the business transition with the owner’s goals.

At a practical level, CEPA certification involves a five-day educational program, a proctored exam, and ongoing continuing education requirements (e.g., FINRA notes 40 hours every three years).