I want your company to run as well as you know it could.
You are capable. The business is moving. But there is a gap between the leader you are on a good week and the one you want to be every week, and closing it on effort alone is costing too much. That is the work.
CEO × 3 · qualified coach · late diagnosed
The altitude you are really operating at.
This is not productivity coaching. The work is the handful of things that decide whether the company compounds or stalls.
The decisions you keep circling
Get clear on what matters, decide faster, and second-guess less. The circling is usually not a lack of information. It is a lack of a decision structure you trust.
You as the bottleneck
Rebuild how you delegate and decide, so the company stops routing everything through you. The founder is the most common unpriced risk in a growing company. It is also the one you can actually fix.
The board and the co-founders
Manage up and sideways without it draining your week. I have sat on both sides of that table, through raises, scaling and exits.
Leading the way you are actually wired
Not the way you think a CEO is supposed to. If your wiring is the ADHD kind, the ADHD coaching page goes deeper on this.
I have run this exact gauntlet three times.
When you describe the thing keeping you up at night, I have lived a version of it, and sold the company on the other side of it. You will not be explaining the CEO experience to someone who has only watched it from the outside.
And I am a qualified coach, accredited with the Association for Coaching, so we do this with method, not just war stories.