Founder & Business Coaching
You have carried it
alone long enough.
Founders carry a weight most people never see: payroll, product, people, and the constant question of whether it all holds together. I have built and run businesses since 1988. I have made payroll, and I know what two in the morning feels like when the numbers do not work. You are not getting a consultant with a binder.
What you gain
- Priorities you can actually act on when everything on the list looks urgent.
- A business that runs without you in every room. You build leadership capacity beyond yourself and stop being the bottleneck.
- Hard calls made cleanly. Hiring, firing, pivoting — decided and executed, not deferred.
- Problems named early, while they are still cheap to fix.
- The loneliness of ownership cut down to size. One experienced outside voice with no agenda except your success.
About these case studies: Every engagement described here is drawn from my real coaching practice. To protect client confidentiality — a commitment I take seriously and that ICF ethics require — identifying details have been changed, and some cases combine elements from more than one engagement. The situations, the work, and the nature of the results are real. The people are not identifiable, by design. These cases illustrate what coaching engagements look like; individual results vary with the client and the work they put in.
Case study — The Profitable Business That Couldn’t Pay Its Owner
The situation. The founder of a childcare operation had enough clients to be profitable on paper and still could not pay her rent on time. She was living out of the company’s cash flow, borrowing from her own business and paying it back, unable to draw a regular wage. Payroll for her eleven employees sometimes ran late. She was losing staff, partly because her feedback to them was criticism without solutions or training. Five years in, the business was running her.
The work. Twelve months. The audit came first — the operation was full of process deficiencies, so we fixed the machine: processes, inventory, accounting discipline. Then the leader, through a coach-the-coach program that changed how she developed her team instead of criticizing it, plus practical work on marketing and sales. But the real engagement was underneath all of that. Her thought process drove procrastination and decisions she knew were counterproductive even as she made them. That is what we worked on hardest.
The return. Revenue up. Profitability up. Staff turnover slowed as her leadership changed. And for the first time in five years of ownership, financial stability — rent on time, payroll on time, and a paycheck with her own name on it. The business she had already built started paying her back.
Details altered and/or combined across engagements to protect client confidentiality. Individual results vary.