CEO Coaching & Strategic Advisory
A private, standing advisory relationship with Bill Canady for sitting CEOs — PE-backed, privately held, or public. No curriculum. No cohort. Your calendar, your numbers, your call.
You carry a number you didn’t fully set, on a clock you don’t fully control. You’re 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 can’t vent to your team. You can’t show a crack in the armor to your board. You can’t 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, and you don’t need a generic executive coach who’s never run a P&L. You need a battle-tested operator who’s sat in your exact seat.
The company treats this as a floor rather than a ceiling. Activity in the tail has not compressed as far as it will, and the second-year number is expected to be larger than the first.
Bring what’s actually on your desk this week:
It is not a fit if you’re looking for group coaching, a leadership curriculum, or self-paced learning. Those live at 80/20 Institute.
This engagement is a fit if you are:
A sitting CEO of a PE-backed, privately held, or public company.
Carrying a hold-period number, a board mandate, or a turnaround thesis — and you own the outcome.
Running a business generally between $50M and $5B in revenue.
Looking for a peer who will tell you the truth, not a vendor who will tell you what you want to hear.
It is not a fit if you’re looking for group coaching, a leadership curriculum, or self-paced learning. Those live at 80/20 Institute.
This engagement is a fit if you are:
A sitting CEO of a PE-backed, privately held, or public company.
Carrying a hold-period number, a board mandate, or a turnaround thesis — and you own the outcome.
Running a business generally between $50M and $5B in revenue.
Looking for a peer who will tell you the truth, not a vendor who will tell you what you want to hear.
Standing bi-weekly sessions, timed to your monthly operating review and board cadence. The work lands when you need it, not on a fixed curriculum.
Direct line to Bill between sessions for board-week emergencies. When something breaks at 9pm the night before a board meeting, you call. That’s what this is for.
Every session under NDA. Nothing leaves the room. No case studies. No name-dropping. No LinkedIn posts.
Minimum six-month commitment, renewed by mutual fit. Priced as a retainer, not by the hour — the hourly meter is what makes most advisory relationships useless.
Redline your operating plan before it reaches the board. Pressure-test the assumptions, the sequencing, and the levers you’re betting the number on.
Walk the EBITDA bridge line by line. Find the levers that don’t survive contact with reality — before the board finds them for you.
The language, the cadence, and the reporting rhythm that build a board’s trust and keep it when a quarter goes sideways.
Stop the plan from drifting. Get your leadership team pulling behind one mandate — not four interpretations of it.
He has run global industrial businesses, delivered PE-backed turnarounds, and sat in the exact seat you’re sitting in — with the same board pressure, the same clock, and the same 3am math.
He is the developer of the Profitable Growth Operating System (PGOS) and author of The 80/20 CEO and From Panic to Profit.
He advises a small, deliberate number of CEOs at any given time. There is no scale here on purpose.
Every two weeks, timed to your operating review and your board calendar. Sessions run ninety minutes. The rhythm bends around your quarter rather than a fixed curriculum.
Engagements are priced per client and agreed directly with Bill. He takes a small number of one-to-one clients at a time, so scope and fee are set in conversation rather than off a rate card.
Everything is under NDA. Bill does not report to your board or your owners. He works for you, and nothing said in a session leaves it.
Whatever is live. Usually your number, your bridge, a people decision you have been putting off, or the deck you are presenting in three weeks. You bring the real problem. You leave with a decision and a next step.
Same framework, different room. The cohort teaches you to build your mandate alongside other CEOs. This is Bill building it with you — on your numbers, on your calendar — and being there when you take it to the board.
Yes, as a separate engagement. Advisory and team alignment brings Bill inside the business to work with your whole leadership team. Most clients start one to one and expand when the constraint moves from them to the team.
Call him. Direct access between sessions is part of the engagement, and for most CEOs it is the reason they take it.
Within the first quarter you should have one number your board has acknowledged in writing, a bridge with a named owner on every line, and a leadership team that knows which twelve things matter. If those three are not true, the engagement is not working, and Bill will be the one to say so.
Both — the words matter less than the work. You bring what’s on your desk; Bill responds as an operator who has been there. Think of it as a peer relationship with someone who has already made the mistakes, you’re about to make.
Not in this engagement. This is a 1:1 relationship, and most CEOs prefer to keep it that way. If you want Bill to work with your executive team, that’s a separate engagement — Advisory & Executive Team Alignment.
The 80/20 Institute is where you go to learn the frameworks on your own or with a small cohort. This page is where you go when you want Bill in the room with you. Same operator; very different level of access.
Six-figure annual retainers. Priced by fit and scope, not by the hour. If price is the primary question, this isn’t the right engagement.
Absolute. NDA on day one. Bill does not do case studies, testimonials, or public references on private advisory engagements without written permission — and rarely asks.
There’s a point in most engagements where the problem stops being yours alone. When the strategy is set and the number is real, the next question is whether your team can actually deliver it.
That work has its own page.
The intake is a private call with Bill. No pitch, no deck, no funnel. You describe what’s on your desk; he tells you honestly whether this is the right room for it.
