I publish because the idea was worth finishing. One article per month, when it's ready.
These articles are about specific problems that come up in executive decision-making. They are not designed to convince you to hire a coach. They are designed to be useful whether you do or not.
Most senior professionals spend considerable time thinking about whether to accept a promotion. Almost none of them examine the assumptions underneath the question. This piece is about those assumptions — the ones that make the decision feel simpler than it is, and the ones that make it feel harder.
Read →First-person. The three things that were genuinely surprising about C-suite authority — not the strategic challenges, which everyone talks about, but the cognitive and relational ones that nobody prepares you for. What they cost before they were understood, and what changed once they were.
Read →A framework for decisions where compensation, title, and market position all point one way but something else doesn't. The something else is usually the part worth paying attention to. This piece is about what it is and how to name it accurately enough to actually use it.
Read →A significant number of the people I work with arrive with a career decision to make. They leave having understood that the career decision was the presenting problem, not the actual one. This piece is about how to tell the difference — and why it matters which one you're solving for.
Read →The shift from founder to CEO is not primarily an organisational challenge. It's a cognitive one. The skills that got you here — the certainty, the speed, the willingness to override — are not the skills that get you to the next stage. This piece is about what the new skills actually are and how the transition between them happens.
Read →
"One article per month on executive decision-making.
No newsletter. No sequence. One piece of writing when it's ready."
That's because it's written by someone who has been in it.
The coaching is the same.