For boards, partners, owners, and leadership teams making a decision together. Scope and price are agreed before work starts.
Succession. Restructure. Recapitalization. Co-founder alignment. Board transition. Multi-party governance. These decisions share one thing: they do not close with one person, and they cannot be priced honestly before scope is clear.
Weekly leadership meetings end with "we are aligned." Two days later the same questions are still open. The decision is being quietly re-made through individual decisions across the week. Consensus in the business, divergence in execution.
Every meeting has the agenda. The agenda is fine. The real question, the one that sits under the agenda, gets deflected whenever it comes up. Three quarters pass. The real question is still under the agenda.
Two people who built something together cannot agree on direction. Neither wants to name the conflict. The business moves sideways while both look for neutral ground that does not exist.
The CEO thinks the team is executing one strategy. The team is executing four slightly different interpretations of it. Nobody has said so out loud because nobody is sure which version is the real one.
Succession, exit, restructure. Multiple owners, different timelines, different risk tolerances. Nobody is willing to be the person who forces the decision. The window narrows while the group waits.
Stan works with the group on the options, responsibilities, and decisions involved.
Stan joins the actual business meeting. This is group work, not parallel individual coaching sessions.
The group works through the decision or identifies what prevents it. Written work is provided only when requested and agreed.
Nothing written down unless the sponsor requests it. Nothing shared outside the business. Conflict check before every engagement. Detailed protocol below.
Two to six months. Longer than individual engagements because the business is more complex.
Every two to four weeks. In person where geography allows.
The meeting is the work. Stan sits in the team's actual meeting. Not a separate offsite.
Anchored to one specific transition or decision. When the decision closes, the engagement closes.
Quoted after scope. Priced against the decision being carried, the people involved, the cadence, and the risk, not against hours.
If the decision is individual and has been open for months, start here. Business Coaching is the usual shape.
Related routeIf the CEO is carrying a structural pattern alone and the team has not yet been brought in, start here. Ongoing Coaching is the usual shape.
Related routeIf one person is carrying more than can be processed cleanly and the issue is not yet multi-party, start here. See the guide for that situation.
When the decision spans more than one principal. What makes the decision hard is almost always the business itself, not the agenda. A leadership team, a board, or an ownership group each carry weight that individual engagements cannot address structurally.
No recording of any conversation. No written deliverables unless the sponsor requests them. Where fiduciary duty applies, Stan respects the chain of responsibility and does not substitute for board process. A conflict check precedes every engagement. Full protocol detailed above in the confidentiality section.
Two to six months. Longer than individual engagements because the business is more complex. Cadence is every two to four weeks. In person where geography allows. The engagement closes when the decision closes.
Quoted after scope. The first conversation covers the decision, people involved, schedule, risk, and limits of the work. Not every request becomes an engagement.
Work with your board, partners, or team
