Private Advisory

Private 1:1 executive advisory for high-stakes boardrooms

A confidential standing engagement for sitting CEOs — PE-backed, privately held, or public. Bill works with you directly on the three things that decide your outcome: your board, your team, and your number.

The loneliest seat in the business

You carry a number you did not fully set, on a clock you do not fully control. You are in the seat longer than you expected, and the middle is where CEOs get lost. More than 70% never make it to the end of the plan they were hired to deliver.

You cannot vent to your team. You cannot show a crack in the armour to your board. You cannot call a competitor.

So most CEOs carry it alone, and the first honest conversation about the plan happens in the board meeting — the worst possible place for it.

You don’t need a life coach, or a generic executive coach who has never run a P&L. You need a battle-tested operator who has sat in your exact seat.

A confidential partner who has sat in your seat

A standing one-to-one advisory relationship with Bill. Not a curriculum, not a course. He works your live problems, on your calendar, with your numbers in front of him.

Stress-test the boardroom strategy.

Redline your operating plan before it reaches the board.

Reconcile the EBITDA bridge.

Stress test every lever before the board does it for you.

Manage the board.

The language, the cadence, and the reporting rhythm that build a board’s trust — and keep it when a quarter goes sideways.

Command the executive team.

Stop the plan drifting and get your leadership team pulling behind one mandate.

How It Works

Strictly confidential

Every session under NDA. Nothing leaves the room.

Built around your calendar

Bi-weekly operational deep dives timed to your monthly operating review and your board meeting schedule. The work lands when you need it, not on a fixed curriculum.

Direct access between sessions

When something breaks at 9pm the night before a board meeting, you call Bill. That is what this is for.

The three locks

Most CEOs are running hard against a number nobody has confirmed, with a team nobody has re-graded, on a strategy nobody has priced. Bill works on three things, in this order.

Lock the board

One page: the number, the timeline, the five assumptions, and the three unknowns — acknowledged in writing by your chair. Most CEOs have never had that conversation on paper.

Lock the team

One named human on every line of the bridge. Compensation that actually pays for the mandate. The stay, move, or exit call made before the plan ships — not after it stalls.

Lock the strategy

The Right-to-Grow Ratio tells you whether the next twelve months are Fix It or Grow It. Then the five levers — price, mix, share, M&A, cost — each priced in dollars, each with an owner.

That is your mandate. Bill helps you fulfill it.

Beyond the first 100 days

Learn how to implement the PGOS management practice portfolio

Together we laid out the process for creating and acting on a hundred-day strategy for positioning the company to earn the right to grow. Continue your journey towards long-term growth with our comprehensive management practice portfolio. Amplify and expand your strategy for the future, guiding three to five years of profitable growth through annual iterations and course corrections as needed.

You have built something real.
Bill helps you figure out what to do with it next.

The three locks

Most CEOs are running hard against a number nobody has confirmed, with a team nobody has re-graded, on a strategy nobody has priced. Bill works on three things, in this order.

Lock the board

One page: the number, the timeline, the five assumptions, and the three unknowns — acknowledged in writing by your chair. Most CEOs have never had that conversation on paper.

Lock the team

One named human on every line of the bridge. Compensation that actually pays for the mandate. The stay, move, or exit call made before the plan ships — not after it stalls.

Lock the strategy

The Right-to-Grow Ratio tells you whether the next twelve months are Fix It or Grow It. Then the five levers — price, mix, share, M&A, cost — each priced in dollars, each with an owner.