Real Results: mid-year success stories, Part 1

Coaching a Future CEO

I’m coaching an EVP at a fast-growing life sciences company who is widely regarded as a strong internal candidate for the CEO role. This was a classic case of “what got you here, won’t get you there.” He had been instrumental in the company’s early success, but as the business scaled, so too did the demands on his leadership.

Our coaching focused on helping him evolve from a high-performing operator to a strategic, visible, and succinct executive leader. This meant shifting from a hands-on, start-up mentality to building systems and communication styles fit for scale—without losing the sense of momentum and fun that energized his team.

One area we’re addressing is executive presence and accessibility. LCP360 feedback surfaced a perception that he’s become “less available” to his team—an unintended result of increasing demands on his time. In response, he’s implemented a weekly 30-minute “office hours” with direct reports. He calls it a “game changer” for rebuilding trust, reconnecting with the team, and staying aligned.

What’s most powerful is the internal shift he describes. In his words:

“My mindset—and my mood—have gone from a 6 to a 9 out of 10. The coaching is working. The awareness is there. I don’t have to think every day ‘who do I want to be?’ It’s just happening.”

The $6 Million Conversation

Coaching a business unit director at a large financial services firm with ambitious growth targets. The coaching centers on strengthening strategic leadership and helping drive results while fostering a healthy, engaged team culture.

Early in the engagement, he faced a high-stakes personnel challenge: a direct report he had inherited was underperforming and perceived as having “attitude issues.” She was responsible for $6 million in revenue—roughly 10% of his entire portfolio—and he was prepared to let her go.

In that moment it felt like he was seeking validation or permission to fire her. The coaching space is not about advising on hiring or firing decisions so I asked a simple but strategic question:

“Do you believe you’ve had all the conversations you need to have with her?”

That pause led to a pivotal two-hour conversation between the leader and the employee—honest, direct, and overdue. The result was a complete turnaround. The employee recommitted to the role, stepped up her performance, and is now one of the team’s top contributors.

The outcome? The $6 million revenue stream was not only preserved but is now growing by more than 20%. In his words:

“I saved $6 million in revenue as a result of the coaching—and retained a very valuable team member.”

One coaching question. One real conversation. A complete turnaround. That’s the power of strategic leadership in action.