An outside view on what you can’t take to your board.
A CEO can be doing well and still feel they’re guessing on the decisions that matter most. The people around them all have a stake in the answer. Eddy works one-on-one with CEOs on what’s weighing on them, such as a problem on their team or the question of whether to sell.
Situations many CEOs face.
- Your team still brings you every answer, so the business can’t move without you.
- Your board and your partners want different things, and you’re caught between them.
- You’re weighing growth, a succession or a sale, and your own role is changing with it.
- Urgent work fills the week, and the work that matters most keeps slipping.
A way forward on your hardest calls.
You bring the problem, and Eddy shares what he’s seen work and helps you settle on a next step. That comes from his own years running a bank through a crisis and rebuilding it after a deal collapsed.
How one-on-one coaching works.
It starts with a conversation of about an hour to see whether it’s a fit, and you’ll leave with at least one tool you can use, whatever you decide. If you go ahead, you map out the first three months with Eddy, knowing the plan will change as the business does. You meet weekly or every other week and can reach him between calls.
Half-day workshops for a leadership team or CEO group.
It usually runs with twelve to twenty people. Each person picks one priority, maps the relationships it depends on, and leaves with a roadmap and a first step already scheduled.
VIP days, for one decision worked through in person.
You spend a full day with Eddy, one-on-one, followed by dinner and a second morning together, all of it spent on the single question in front of you.
Mapping processes or installing a management system isn’t part of the work. If that’s the help you need, the first call will make that clear.