Buying for someone else
For sponsors and boards
If you’re evaluating me for a leader you back — an executive you sponsor, a founder in your portfolio, a CEO in transition — here is how that works.
- Scoping
- We scope the engagement together — you, the leader, and me — so the goals are explicit before the work begins.
- Confidentiality
- Sessions are confidential to the leader. You and I agree the boundaries up front, so support never turns into surveillance.
- Progress reporting
- You get reporting against the goals we set, on a cadence agreed at the start — without breaching what’s said in the room.
- Measurement
- We define what observable change looks like — behavior plus one business measure — and check it at baseline and follow-up.
- Capacity
- The client shapes the requirement; I provide the resource to meet it. For larger or more specialized engagements, I draw on a robust network of experienced, credentialed coaches across a wide range of specialties — brought in and sized to the work and its focus. You’re engaging a practice, not a single calendar.
What a client who brought me in said
“He combines practical strategy with an approachable style and genuine humility, creating an environment where leaders can openly work through complex organizational and personal challenges. If you’re looking to invest in your leaders, I highly recommend trusting Mike with your team.”
Using the discovery call to evaluate me for someone else is a normal use of it. The booking form asks who the call is about — choose “a leader I sponsor or support” and we’ll spend the 30 minutes on them, not you.
The engagements themselves — and what each costs — are laid out on the services page.
The research behind the work — how coaching, team interventions, and facilitated reviews actually perform, with citations — is in the evidence brief.