About

Most leadership advice focuses on improving performance or driving growth. It usually assumes stable conditions.

But for owners and CEOs of established companies, the most consequential moments aren’t about growing faster. They’re about navigating change without losing what you’ve already built.

Leadership transitions, succession, and exits create uncertainty and instability—sometimes suddenly, sometimes over time. These are the moments where value is either locked in or eroded.

That’s where I work.

I advise owners, presidents, and boards when the questions shift from “How do we grow?” to “How do we transition without breaking the business?” Especially when the cost of getting it wrong shows up in stalled deals, leadership failure, or value erosion.

The Work

I advise companies between $10M and $100M in revenue as they navigate leadership transitions, succession decisions, and preparation for exit.

My role isn’t to run your business or impose a rigid system. It’s to help leadership teams think clearly and govern effectively when the stakes are highest.

In select situations, this advisory work may include an equity-aligned component where incentives are shared around long-term value creation.

Most clients come in with a direction in mind—succession, sale, or long-term continuity. My work is about making sure the organization, leadership, and governance are strong enough to support that direction without unnecessary value leakage.

This often includes:

Reducing owner dependency so the business has standalone value
Strengthening management bench depth
Clarifying decision rights and governance as roles change
Preparing the organization for the scrutiny or pressure that comes with transition

Readiness isn’t the end goal. It’s what makes real strategic choice possible.

Experience & Perspective

I’ve been advising organizations and executive teams since 2004.

Since 2020, I’ve tracked the impact of this work formally. Companies I’ve advised during that period have added more than $550 million in revenue, while improving margins and reducing key-person risk.

That progress didn’t come from chasing tactics. It came from getting the hard decisions right when leadership, ownership, and structure were under pressure.

A significant portion of my work has been with Alaska Native Corporations. These organizations operate with multi-generational timelines, complex shareholder structures, and growth mandates that often include acquisitions. Navigating this environment has honed my ability to help any board or executive team manage change without creating unnecessary instability—expertise I apply to private clients nationwide.

Background

I hold the Certified Exit Planning Advisor (CEPA) credential and have advanced training in mergers and acquisitions (IM&A, M&AP).

I’m the author of three books on leadership and organizational dynamics:

Train to Lead: A proven plan to reliably build your leadership capacity.
The Successful New CEO: The tools and perspectives new executives need.
Conflict and Leadership: How to harness conflict as an opportunity for growth.

I've written for or been consulted by national publications including the Wall Street Journal, Forbes, and Inc., as well as governance-focused outlets like The Corporate Board and Boardroom INSIDER. I've also been interviewed for the Exit Planning Institute's Annual Exit magazine, alongside other recognized voices in the exit planning field.

I’m based in Alaska and advise owners and boards nationwide.