Owner Coaching
Not a program. A standing conversation.
You're the one everybody asks. Who do you ask?
Your people report to you. Your competitors are your competitors. Your CPA sees the numbers ninety days late. Your spouse has heard enough about the Odessa job.
A standing meeting with someone who has sat in your chair
I ran companies for years with nobody to ask. Then I found a few people who had done it before me, and a few more who were in the middle of it at the same time I was. It changed how I made decisions. Not because they handed me answers, but because I had to say the problem out loud to somebody who understood it.
We meet on a regular schedule. You bring what's actually on your mind. I've either faced it or watched someone else face it, and I'll tell you what I saw.
This is talk, not project work
Coaching is the conversation. You describe the problem, I tell you what I've seen, you go decide. Nothing gets built and nothing gets delivered except the hour itself.
Sometimes the answer to a problem is that somebody has to go rebuild your job costing or get your books in shape. That's real work and it's a different engagement — see operational consulting. I'll tell you which one you're actually asking for.
Either way, there are no dues, no membership, no cohort, no curriculum, and no scorecard. There's nothing to buy beyond the time we spend.
What we talk about
- —Whether the second location is growth or just more work
- —The partner disagreement you've been managing instead of resolving
- —The key employee who wants equity, and whether that's the right way to keep him
- —Whether your general manager is actually running the place or you still are
- —Family in the business, and what that costs when it isn't working
- —Buying the competitor down the road
- —Whether the business runs without you, honestly, for more than a week
- —What happens to your family if something happens to you tomorrow
- —Whether you actually want to sell, or you're just tired
Some of these issues belong with another professional. When we hit one, I'll say so and direct you to the appropriate professional. That's the rule, and it doesn't bend.
Why me
I built companies in HVAC, plumbing, and metal fabrication, and I sold a company I built. I know what a bad week in the field feels like and what it does to the person who owns the place.
[GAP: Cameron to supply — the multi-owner / multi-organization experience. Needs to answer three things concretely: roughly how many owners or organizations, over what period, and in what capacity (board seat, formal peer group, informal standing meetings, partnership). One specific detail is enough. Without it this section reads as a claim with nothing under it. Do not invent or approximate this content — leave the bracket visible in the build so it is caught before launch.]
[GAP: Cameron to supply — one sentence on the partnership/multiple-owner dynamic specifically, since that's the differentiated experience. What is different about advising a business where two or three people all have a claim on the decision.]
How it works
We start with a conversation to see whether this is a fit. If it is, we set a cadence that makes sense for you — most owners land somewhere between every other week and once a month. Calls, video, or in person if you're within driving distance.
Between meetings, you can reach me. If something comes up on a Tuesday that can't wait until the fifteenth, call.
There is no minimum term. When you don't need it, stop.
What it costs
Hourly, or a monthly retainer if you'd rather have a predictable number. That's the whole structure.
I don't take a piece of anything. I'm not compensated by any lender, insurer, software company, or buyer, and I don't accept referral fees.
I also do sell-side work. Here's the honest answer to what that raises.
Fair question: if I coach you and I also advise you through a sale, am I steering you toward a transaction?
No, and the reason is structural. Coaching is billed hourly or on retainer, with no cap and no connection to any transaction. If you later decide to sell and you want me to advise you through that process, that's a separate sale-process engagement with its own written agreement — and it's still my hourly rate. The fee arrangement on a sale can reduce what I'm owed. It cannot increase my rate.
So there is no version of this where a decision to sell pays me better per hour than a decision to stay. Telling you not to sell is part of what you're paying for. That's true on the coaching side and it's true on the deal side.
Start with a conversation
No pitch and no obligation. We talk for an hour and you decide whether it's worth doing again.
Start a conversation →