Every client picks two or three measures at the start and we check them again at the end. These stories are shared with permission; some details are changed to protect confidentiality.
Average rating
4.9/5
Would recommend
97%
Clients since 2017
340+
Come back later
1 in 3
8 stories
New managerFoundations 1:1 · 3 months
From rewriting code at 11pm to two promotions on her team
Priya was promoted to lead the nine engineers she used to work beside. She reviewed every pull request herself and was working most evenings. We built a delegation ladder for each person and replaced her review habit with a weekly design hour.
Evening hours worked per week
Before: 12h→After: 3h
Tasks only she could do
Before: 14→After: 4
Team engagement score
Before: 61→After: 84
PAPriya AnandEngineering manager, Corvid Health
FounderExecutive 1:1 · 6 months
A founder who stopped being the bottleneck
Fieldnote grew from 6 to 40 people in two years and every decision still went through Jonah. The 360° made the queue visible. We wrote decision rights for his three leads and he hired the first leadership team the company had.
Decisions waiting on him
Before: 23→After: 6
Meetings per week
Before: 34→After: 19
Leadership hires made
Before: 0→After: 3
JLJonah LindgrenCo-founder and CEO, Fieldnote
New managerFirst 90 Days cohort
Finding her voice in the first 90 days
Marisol inherited a team that included her former manager. She avoided feedback because it felt presumptuous. The cohort gave her a script, seven people to practise on and the confidence to have five overdue conversations in a fortnight.
Self-rated confidence, out of 10
Before: 4→After: 8
Overdue feedback conversations
Before: 5→After: 0
Regretted leavers that year
Before: 2→After: 0
MOMarisol OrtegaDesign lead, Allpoint Logistics
ExecutiveTeamExecutive 1:1 + leadership team program
Decisions made in the room, not the corridor
Brightwater’s leadership meetings ran for three hours and rarely ended in a decision. Dana and I redesigned the agenda around a decision log, then ran a two-day offsite so the whole team adopted it.
Days from proposal to decision
Before: 19→After: 6
Leadership meeting length
Before: 3h→After: 1.5h
Decisions reopened later
Before: 40%→After: 10%
DRDana ReyesCOO, Brightwater Credit Union
TeamTeam workshops · 3 full days
A common language for hard conversations
Loomwork’s managers said feedback felt risky, and their staff survey agreed. Three workshops, built on interviews with twelve managers, gave everyone the same short structure for feedback, and a monthly habit to use it.
Staff who find feedback useful
Before: 48%→After: 79%
Managers giving monthly feedback
Before: 35%→After: 88%
AHAmara HughesHead of People, Loomwork
Career moveFoundations 1:1 · 3 months
From ready to quit to a clear promotion case
Tomasz came to coaching with a resignation letter drafted. We separated what he disliked about the job from what he disliked about the role he was stuck in, then built a promotion case with his manager instead.
Self-rated clarity, out of 10
Before: 3→After: 9
Hours a week on strategic work
Before: 2h→After: 8h
Months to promotion
Before: 0→After: 5
TKTomasz KowalSenior product manager, Halyard
FounderExecutive 1:1 · 6 months
Building a company that runs without her for a month
Leah had eleven direct reports and hadn’t taken more than a long weekend in three years. We restructured around three leads, rewrote her role description and planned the month away in stages.
Direct reports
Before: 11→After: 5
Working hours per week
Before: 68h→After: 50h
Weeks of holiday taken
Before: 1→After: 4
LBLeah BrandtFounder, Kettle & Pine
ExecutiveExecutive 1:1 · 6 months
Leading leaders for the first time
Samuel’s promotion to VP meant managing managers, and he kept stepping into their teams’ problems. We worked on coaching his managers instead of rescuing them, and on a skip-level rhythm that built trust without undermining them.
Incidents escalated to him per month
Before: 9→After: 3
Skip-level trust score, out of 5
Before: 3.1→After: 4.4
Managers he coaches each month
Before: 0→After: 5
SOSamuel OwusuVP Engineering, Ridgeline Robotics
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What clients say
“
Nadia doesn’t give you answers. She asks the question that makes the answer obvious, and then makes sure you actually do it on Monday.
Rachel Kim · Director of Operations, Steelyard Health