Add a senior leader to your team. One who works himself out of the job.
You're the founder or CEO of an established company...
Somewhere between $5M and $100M, and the buck stops with you. Right now something is threatening the company, or you, or both: you've hit your own ceiling, the numbers aren't what they should be, a co-founder conflict won't resolve, or you're starting to think about stepping back and the business can't survive it yet.
You read the books. You've tried the frameworks, and they showed promise but didn't stick. And underneath the operational load there's a question you don't say out loud: what if the problem is me?
Here's my honest answer, because I lived that exact sentence: it usually is you, but not the way you fear. You're the one shaping the company, there's a gap, and gaps can be closed. That's what this engagement does.
I'll ask you to read a book before our second conversation.
If you won't make time for a book, you won't make time for this work, and we'll both know early. This is also the wrong place for anyone shopping for an advisor to agree with, collecting a coach as a status item, or hoping the situation changes without them changing. The people who get results here take input, act on it, and follow through. That bar is the product working as designed.
How We'll Work Together
Most coaching in this market is a call once a month. I call that mentoring, and I do it with a few CEOs, but it will not transform a leadership team. Transformation requires keeping the organization in the adaptive zone constantly, which requires presence, not periodic visits.
So this is a high-touch, high-intensity engagement:
1
Diagnosis before prescription. We start with the real picture: structured conversations with you and your leadership team, and an honest read of the financials. You cannot fix what you won't measure, and you cannot measure what you won't face. Expect me to tell you what your board and your team won't.
2
A cadence built for your company, adjusted quarterly. Meetings, workshops, and one-on-ones with your leaders, plus extensive help between sessions. Your hardest moments happen on a Tuesday afternoon, not at a monthly check-in, so when things are on fire I show up more, not less.
3
A defined destination. The endpoint is measurable: decisions delegated, functions running without escalation, your hours coming back, and eventually two weeks away without your phone lighting up. My job is to make myself unnecessary, and I'm the one who raises the question of whether we're done. An engagement designed never to end is a subscription, and I'm not selling one.
I carry certified frameworks (Metronomics, TLO, Working Genius) and I treat every one of them as a tool. Your organization is human. It has memory, habits, and desires, reflected in its people. I work on the patterns underneath the problems, because that's what makes the change hold after I leave.
I work with three to five companies at a time. That's the model, because this level of attention doesn't scale, and I'd rather keep a short waiting list than water it down.
The retainer is monthly and you can end it any month. No lock-in, no buyout, no 90-day notice clause. If the value isn't obvious, the contract shouldn't trap you into pretending it is.
The Work
A founder in the sign business came to me in November 2025, thirty years in. He managed cash himself at 6am every morning, ran his own sales meetings, and couldn't open his financials without dread. His top salesperson was poisoning the culture, and he kept him anyway, because the quota was good and there was always a reason to wait.
Over six months the pattern broke. He let the salesperson go and watched morale climb within weeks. He started reading his numbers weekly. He took two weeks in Japan, came home to a business that had run itself, and met peers doing ten times his revenue without thinking "impossible." He thought: same business, just more of it.
His update email in May 2026 ended with one line: "Is it possible I am a CEO now?" Not dramatic, but irreversible. That's the kind of change I trust.
"He does a great job balancing coaching without operating and generally engages at the right altitude to help the company achieve more efficiency and productivity."
Alex Barret, CEO
"The value of an external perspective cannot be overstated - offering radical candor, the ability to challenge assumptions, and the courage to address uncomfortable or painful topics head-on."
Jan Kadlecek, CEO
"If you're really serious about making a change, then talk to Milan."
Jeff Miller
One conversation, no strings. I start coaching on the first call, because that's the fastest way for both of us to find out if this fits. You'll leave with something useful either way, and probably a book recommendation. Whether you come back with it read tells us both what we need to know.