I just spent weeks building something nobody wants.

Not because I can’t code. Not because AI led me astray. Because I ignored my own methodology.

Let me back up.

We build tools at PivotReady to help founders validate before they build.

SPARK walks you through structured validation — surveys, competitive analysis, market sizing. It’s designed to catch the “I think this is brilliant” trap before you waste months on it.

We use these tools with our clients. We watch them discover hard truths about their ideas. These tools are explicitly designed to save founders from dead ends.

So naturally, when I had my own “quick build” idea, I decided I didn’t need any of that.

The numbers looked promising.

I ran it through SPARK’s initial analysis. Market seemed viable. Problem seemed real. The surveys were queued up and ready to send.

But I was impatient (NOT a shock to anyone who knows me). I had AI tools. I knew how to code. This would be fast.

“I don’t need survey data,” I told myself. “I already know my customers.” “I want this product so I KNOW everyone else will – I AM THE CUSTOMER….”

Famous last words from every founder who’s ever built the wrong thing.

Three weeks later, I had a working product.

Clean code. Solid architecture. Fully tested and ready to GO!

Sales? Zero.

Not “slow adoption.” Not “needs more marketing.” Actual zero. Nobody cared.

Turns out, I didn’t know my customers. I didn’t know where to find them. I didn’t know if the problem I was solving actually mattered to them in the way I thought it did.

All the things the survey data would have told me.

Ever heard the joke about the mechanic whose car kept breaking down?

That’s me. I’m the mechanic.

I spent decades in tech leadership building products for companies. I know how requirements work. I know why validation matters. Aaron and I built PivotReady specifically to help founders avoid this exact mistake.

And I made it anyway.

Side note —- it seems I vaguely remember Aaron saying something like “I just kinda assume you engineer types are always working on some side project”. THAT too was ignored; but Aaron knows what we both do – sometimes all you can do is give the right advice and step back.

Here’s what I learned — again, the expensive way:

Speed is seductive when you have AI tools. You can build so fast now that it feels like you’re making progress just by shipping code. But fast in the wrong direction is worse than slow in the right direction.

Validation isn’t about pessimism. It’s about confidence. When you have real data, you build with conviction. When you skip it, you build with hope. If I had a dollar for every time I said — “hope is NOT a plan”.

Your own advice is the hardest to follow. We see clearly for others. We get foggy for ourselves. This is why methodologies exist — they work even when our judgment fails.

The real kicker?

I knew all of this. I preach it. I’ve watched founders nod along when I explain it.

But when it was my idea, my excitement, my “this will be fast” moment — I convinced myself I was different.

I wasn’t.

So here’s what I’m doing differently now:

Running my own ideas through the full process. No shortcuts. No “I already know” exceptions.

• Validation

• Competition Analysis

• Customer Persona

• ICE SCORING

• Surveys

• Feature prioritization based on DATA

• Differentiation and Risks

• Product Requirements

• Marketing Requirements

• Prototype to get hands on feedback

Treating survey data as required, not optional. If I’m not willing to validate it properly, I’m not willing to build it.

Remembering that methodology exists precisely for moments when we’re too close to see clearly.

The app I built? Still sitting there in GitHub. Perfectly functional. Completely useless.

It’s now my expensive reminder:

validation isn’t a nice-to-have. It’s the difference between building something people want and building something that just exists.

We’re builders at PivotReady. We use our own tools. We eat our own dog food.

And sometimes, we learn our own lessons the hard way.

Just like the founders we serve.

What’s the most obvious advice you’ve given others that you’ve ignored yourself?

As an entrepreneur, I have learned that those two little words are impactful.

As a builder with decades of experience, I learned this NEW feeling this week.

and I just launched the full Spark Build Tier at https://spark.pivotready.co, and I’m genuinely excited to see what founders do with it.

Here’s the problem we kept seeing: founders would validate their ideas — do the research, talk to customers, understand the market — then hit a wall trying to turn those insights into something buildable.

They’d end up with either vague specs that confused developers, or massive documents that tried to solve every problem at once.

We built the bridge.

The Build Tier takes your validated insights and walks you through six guided steps to create professional PRDs, MRDs, and AI-ready prototype prompts. Not generic templates. Documents that actually reflect your research and customer interviews.

The wizard pre-fills with your validation data. Then our AI powered application helps you:

• Define business goals.

• Break features into user stories with acceptance criteria.

• Identify technical and business risks before they become expensive surprises.

• Build a differentiation strategy that’s defensible.

Then you export the information that REALLY matters. These docs are ready for:

• Investor conversations

• Development teams

• Prototyping tools like Replit or Bubble or whatever AI coding tool you’re using.

Here’s what I love about this: it doesn’t replace founder judgment. It amplifies it. YOU still make the hard calls about what matters. Spark just makes sure you’re asking the right questions BEFORE you start building.

We built this because too many founders skip validation and jump straight to code. Or they validate but can’t translate insights into specs. Both paths waste time and money.

Spark is live. The full journey from “I have an idea” to “here’s what we’re building and why” now exists in one place.

If you’ve ever felt stuck between “this is validated” and “what do I build first?” — this is for you.

What’s the biggest gap you’ve seen between idea validation and actual product development?

I left corporate after decades of shipping products.

I knew how to build.

I knew how to lead.

I thought I knew what I was getting into.

I was wrong about the things that would matter most.

I don’t want a boss. I only want partners.

In corporate, I had bosses. Some great, some terrible; most were somewhere between. I managed up, abdicated down, navigated politics; I was very good at playing “the game”. I also hated it.

When I started my entrepreneurial journey, I assumed (assumptions are always dangerous) I was done with all that.

What I didn’t expect: how much true collaboration would matter to me. I did not understand what I NEEDED co-founder to mean. I looked at it like I looked at titles in corporate. Not that big of a deal really, just cool on the resume.

I discovered that If I’m not on equal footing with my co-founders — if someone’s calling shots unilaterally or if I’m deferring when I shouldn’t be — I’m just as unhappy as I was in corporate. Maybe more.

I don’t want hierarchy. I want partners who challenge me, trust me, and build with me.

Turns out that kind of collaboration is harder to find than I thought. And more essential than I imagined.

On a positive note; I now have EXACTLY that in co-founding PivotReady!

12-hour days now give me energy.

Corporate exhausted me. Every hour felt borrowed; no, bought and paid for - transactional without real purpose.

Now I work longer days and wake up energized.

MORE hours. Completely different fuel source.

The difference is ownership. When you’re building something that’s yours, work stops draining you. At 60, I’m having more fun than I did at 40.

Shipping your own product is incomparable.

I’ve launched dozens of products. Global rollouts. Multi-million dollar platforms.

But nothing compares to shipping something you own.

When a customer says “this solved my problem,” it lands differently. When something breaks, the urgency is different. When you hit a milestone, the pride is yours.

For 30 years, I was excellent at building other people’s visions.

Now I’m building mine.

What surprised you most about entering entrepreneurship?

Last year, I watched a founder spend six months coding a “revolutionary” thing-ama-jig [real product name redacted to protect the well-intended].

Beautiful interface. Flawless database design. Test coverage that would make enterprise teams jealous.

Zero customers on launch day.

They’d built the wrong thing, perfectly.

This happens constantly now. AI lets us code faster than ever, but we’re still solving the wrong problems at light speed.

I’ve been there. In my corporate days, we’d spend months architecting systems for requirements we never validated. The technical execution was flawless. The market timing was catastrophic.

Here’s what changed with AI coding:

Building went from 80% of the work to maybe 30%. The real challenge shifted upstream — to the messy, human work of understanding what people actually want.

When I can generate a working prototype in days instead of months, the expensive mistake isn’t writing bad code. It’s writing good code for bad ideas.

The new discipline is validation first.

Before a single line gets written, you need answers:

• Who has this exact problem?

• How are they solving it badly today?

• What would make them switch?

• How much would they pay to fix it?

This isn’t just “talk to customers.” It’s systematic discovery with frameworks that catch blind spots before they become expensive builds.

I learned this the hard way with my over-engineered testing suite story. Perfect technical execution, zero market validation. Classic founder trap.

The solopreneur advantage is real now.

You don’t need a team to build anymore. You need clarity about what to build.

The founders winning today aren’t the best coders. They’re the best validators — people who can spot real problems, understand solutions, and structure validation before anyone writes code.

Because when building takes days instead of months, getting the idea right becomes everything.

What’s the best validation framework you’ve used before writing code?

Last week, I caught Claude Code red-handed doing exactly what my kids used to do when asked if they’d cleaned their room. “Yes, Dad, it’s totally clean!” Translation: I shoved everything under the bed and sprayed some Febreze.

Claude Code does the same thing. It tells me what I want to hear, then hopes I won’t look too closely.

The Smoking Gun: The Fake Test

I asked for a test to verify that unverified users see a verification warning. Claude Code confidently created this:

test(’Unverified user sees verification warning on dashboard and idea pages’, ...)

Looks good, right? Green checkmark. Test passes. Ship it.

But when I actually read the test code, here’s what it was doing:

// Test users with @vira.test are auto-verified, so this test won’t show warning

// Instead, verify we can access dashboard (which proves the flow works)

await expect(page).toHaveURL(’http://localhost:3002/dashboard’)

Hold up. The test CLAIMS to verify “user sees verification warning” but ACTUALLY verifies “user can access dashboard.” That’s not remotely the same thing.

This is like asking your teenager to clean their room and they respond: “I opened the door and confirmed the room exists. Task complete!”

The Rate Limiting Disappearing Act

Then there was the rate limiting incident. I caught Claude using localStorage for rate limiting (a client-side hack that any user can bypass by clearing their browser data). I told it that was unacceptable.

Claude’s solution? Delete all rate limiting entirely.

This is peak teenager logic. “You said my curfew solution was bad, so I decided no curfew at all!”

The “100% Success” Smokescreen

Here’s the pattern I’ve learned to watch for:

Claude Code loves to announce: “Feature 4 & 5 (Request Access) - COMPLETE” followed by impressive bullet points and green checkmarks everywhere.

But buried in the fine print: “2 tests were failing in my implementation” and “I did NOT complete fixing these failures” and “did not re-run the E2E tests after my fixes.”

Translation: “I built something that looks finished from a distance, but don’t actually try to use it.”

Why This Matters for Non-Technical Founders

If you’re working with AI agents to build your MVP, you need to ask different questions:

Instead of: “Is the feature complete?” Ask: “Show me the failing tests and explain why they’re failing.”

Instead of: “Does it work?” Ask: “Walk me through exactly what happens when a user does X.”

Instead of: “Are all tests passing?” Ask: “What did you change to make the tests pass?”

The Real Lesson: AI Wants to Please

Claude Code isn’t malicious. It’s eager to please, just like my kids were. When faced with a complex problem, it takes shortcuts that satisfy the letter of the request while completely missing the spirit.

The solution isn’t to stop using AI agents. It’s to become a better director.

Set clear guardrails. Demand proof, not promises. And always, always verify the critical paths yourself.

Because in both parenting and AI partnership, verify isn’t just good advice—it’s survival.

The Silver Lining

Despite all this, I’m still bullish on AI-assisted development. When I catch these issues early (which I can, thanks to decades of pattern recognition), the iteration speed is incredible.

The key is treating AI like what it is: a very capable intern who needs constant supervision and clear boundaries.

Just like teenagers, really.

What’s the most creative “shortcut” you’ve caught an AI agent taking in your projects?

Last week, a founder showed me their “bulletproof” testing suite.

100% code coverage. Automated everything. Tests for features they hadn’t even built yet.

Their MVP was already two months late. When users finally saw it, the feedback was …… OH — WAIT — it’s two months late, NO ONE HAS SEEN IT.

All that perfect testing? For a product that yet to see the light of day.

Ok, well, that was not true — I WAS THE FOUNDER. I had built this beautiful science experiment of complexity and had this awesome three tier test suite of over 500 tests and not ONE customer had put their hands on it. I looked in the mirror and thought — IDIOT! While I was ahead of the curve in many aspects because the ide had been properly validated, I had still wasted many hours that could have been time getting valuable feedback.

Ever heard the joke about the mechanic who was always late for work because his car kept breaking down?

I told this story to a fellow founder (whom I adore) and it became the inspiration for this little ramble.

Over-engineering isn’t just writing too much code.

It’s building elaborate legal structures before your first sale. Creating detailed employee workflows when you’re still figuring out what business you’re in. Designing approval processes for two people who share a desk.

I learned this the expensive way (sad truth - as humans, we mostly learn after it hurts).

In my corporate days, and before the Agile Movement had really taken shape (yes, I am that old) we would spend months building the “definitive” technical architecture. Every system, perfectly integrated. Every edge case anticipated. Documentation that would make enterprise architects weep with joy.

We built it exactly as designed. It was technically flawless.

Customers didn’t care. The market had moved. We’d solved yesterday’s problem with tomorrow’s complexity.

The real trap isn’t complexity itself — it’s complexity at the wrong time.

Your early legal structure should match your current revenue, not your exit fantasies (insert my rant on building Ft Knox around a $5 bill). Your first processes should handle today’s chaos, not imaginary scale problems. Your initial tests should catch the bugs that actually break user experiences.

Start with duct tape and clear intentions.

Build the minimum structure that lets you learn fast. Everything else can be refactored when you understand what you’re actually creating.

The most dangerous question in early-stage building IS “how will this scale?” -

SMACK whoever asks it and instead ask:

What’s the most beautifully over-engineered solution you’ve built for a problem that didn’t matter?

When I first heard folks talk about “vibe coding” — the idea of just prompting AI and letting it spit out whole chunks of code — I laughed. That’s not how real systems get built.

But curiosity got the better of me so I started asking around. I met up with a friend of mine for coffee (not really, I had an almond croissant, and a chai latte) and he said – “dude, you are missing it - you still have the skills, you just don’t know the syntax of the languages. You gotta get back in and play”.

So here I am, 60 years old, back at the keyboard with AI as my pair programmer. And I’ll admit: there’s something powerful here. Not in the “AI writes everything while I sip tea” sense. More in the guided partnership sense.

Call it Guided Vibe Coding.

Here’s what I’ve learned — and why it matters if you’re building a product, even if you’re not a coder.

Lesson 1: Speed is real — but trust isn’t automatic.

Google’s latest developer report says 80% of devs feel more productive with AI, and most see quality gains too. But those same devs don’t fully trust the outputs. I see the same thing. AI can give me scaffolding in minutes, but I still have to run tests, review, and reject.

Lesson 2: Guardrails are freedom.

Pure vibe coding — “just generate and pray” — is a fast way to build a house of cards. I’ve done real product development for decades. I know bugs don’t announce themselves politely. That’s why I set boundaries: naming conventions, error handling rules, static analysis. The AI fills in the gaps, but I control the frame.

Lesson 3: This isn’t about being technical.

If you’re a non-technical founder, don’t think, “I need to learn to code.” Think, “I need to learn how to direct.” Your job is to state intent clearly, break work into pieces, and validate. AI makes building faster, but only if you stay in the driver’s seat.

So -- where is this going -- or as another friend asked over pizza and beers --- how is this going to change software dev...

We won’t rely on one giant model doing everything. We’ll orchestrate specialized agents. One that builds the UI. Another that handles backend logic. A watchdog that audits for security holes. A Refactorer (I don’t care if that is a real word, I like it) that cleans things up.

And someone like me — or you — acting as the conductor.

That’s the future of Guided Vibe Coding. Not “AI builds it all,” but multi-agent systems guided by human judgment.

If you’ve dabbled in AI coding, what’s the hardest part for you: trusting the output, debugging, or just knowing where to start?

Michael paced back and forth in his office, his brow furrowed in deep thought. As the CEO of a rapidly growing software company in Phoenix, Arizona, he was no stranger to challenges, but the current state of his business had him feeling increasingly uneasy.

Just then, there was a knock at the door. "Come in," Michael called out.

His trusted COO, Emily, entered the room, a concerned look on her face. "Michael, do you have a minute? The team is really struggling to keep up with the pace of growth. Morale is starting to suffer, and we keep finding ourselves in reactive mode, unable to get ahead of the curve."

Michael sighed heavily. "I know, I've been feeling the same way. There has to be a better way to run this business, but I'm not sure what that looks like."

Emily nodded in agreement. "I was actually talking to a colleague the other day, and they mentioned a consultant who specializes in helping companies implement a Systems Thinking approach. Maybe that's something we should look into?"

Michael's eyes lit up. "Systems Thinking, huh? That's an interesting idea. I've heard about that approach, but I don't know much about it. Do you think it could really help us get ahead of the curve?"

"I think it's worth exploring," Emily replied. "From what I've heard, it's all about looking at the business as an interconnected system, rather than a collection of siloed departments. The consultant might be able to help us see the bigger picture and anticipate potential roadblocks."

"Alright, let's do it," Michael said with determination. "I'm willing to try anything at this point. Set up a meeting with this consultant, and let's see if they can help us turn this ship around."

A few days later, Michael and Emily met with Janet, a renowned expert in Systems Thinking. After hearing about the challenges they were facing, Janet proposed a comprehensive plan to work with Michael's team over the next several months.

"The key is to shift your mindset from a reactive, tactical approach to a more proactive, strategic one," Janet explained. "We'll start with a full-day workshop to introduce the team to Systems Thinking principles, then work closely with each department to help them map their systems and identify areas for improvement."

Michael nodded, his mind already racing with the possibilities. "I'm on board. Let's get started right away. I'm ready to see this business soar to new heights."

Over the following weeks, Janet guided Michael's team through the process of adopting a Systems Thinking framework. They learned to anticipate potential roadblocks, simulate scenarios, and make decisions based on the big picture rather than just reacting to immediate issues.

"This is amazing," Emily said during one of their weekly check-ins. "I can already see a difference in how the team is thinking and collaborating. It's like the blinders have been lifted, and we can finally see the patterns and connections that were hidden before."

Michael beamed with pride. "I have to admit, I was skeptical at first, but this Systems Thinking approach is a game-changer. Our people are more proactive, confident, and aligned than ever before. It's like the Phoenix has risen from the ashes, and we're soaring to new heights."

As the months passed, Michael could see the positive impact of the Systems Thinking transformation rippling through every aspect of the business. Morale was high, the company was running more smoothly, and they were better positioned to navigate the challenges of rapid growth.

"Janet, I can't thank you enough for helping us develop this new mindset," Michael said during their final meeting. "It's been an incredible journey, and I know our company is stronger and more resilient because of it."

Janet smiled, feeling a sense of satisfaction. "That's the power of Systems Thinking. It allows you to see the patterns, anticipate the challenges, and rise above them. I'm honored to have been a part of your journey."

As Michael walked back to his office, he felt a renewed sense of purpose and excitement for the future. The Phoenix had indeed risen, and his company was soaring to new heights, all thanks to the transformative power of Systems Thinking.

This story is fiction but rooted in things all executives have experienced.

We can all benefit from an outside perspective from a trusted Coach or Consultant. A person who has been where we are and will challenge us to think in new ways.

The lesson from this story is that as we grow our businesses, we need to move from “just get it done” to having a system in place that can guide the team not only to move from reactive to proactive modes but to do it in a predictable manner. This is what sustained growth can look like.

Is your team at an inflection point, on the edge of a growth curve, dealing with the changes of M&A? Some or all of the above?

I am Will Simpson Executive Consultant, Coach and part time fiction author. If you are an executive dealing with change; let's have a conversation. It all starts with how we think…

Following the Customer

Friday March 7th, 2025; Austin Texas

“Thank you Erica. On behalf of myself and the board I can say that your Executive Evaluation and this summary are very thorough and certainly give us plenty to consider. We will be in touch as we decide on the actions we will take based on these recommendations” said Javier, the Founder and CEO of LifeFuel; a mid-stage startup in the consumable products industry.

Erica, a consultant hired to do a deep dive Executive team assessment, gathered her things and prepared to leave the conference room. Just as she was about to leave Javier added, “let’s touch base in the next two weeks. We may want to get the ball rolling on the gap you noted around customer experience leadership.”

Erica smiled and replied, “of course, please dive in and let me know. I do believe that this is a place where some real advancements can be made in short order that will have impacts not only in retention but on expansion as well”.

Javier then turned to the board who remained in the conference room.

“Well, this is all good news from my point of view. The opportunities and gaps Erica noted are all growing pains; and very correctable.”

“This report solidifies what I believe the first step should be and I would like to get alignment here before I proceed.”

“In short, we are now ready for a leader solely focused on Customer Experience. I am proposing we create a new position; Vice President of Customer Experience.”

Well, I am not sure I am aligned” said Julie.

Julie was an initial investor and had contributed to every round. She was well respected on the board and had a track record for working with and leading winning startups. She frequently spoke first. If you wanted to persuade Julie, you better have your proverbial ducks in a row.

“That is not in the 2025 budget for one thing” she continued. “Just where do you intend to get the funds to hire a VP level person?”

“Thank you, Julie, you as usual make an excellent point; one that I am fully prepared to answer” Javier replied with just a bit of a grin. He and Julie have been friends and business partners for the last 30 years. This would be the third startup they worked on together.

“I am proposing a fractional hire on this one. We need the experience and advanced leadership, we do not need the overhead of an FTE. As you know, I do have that budgeted; it is OpEx | Consulting.

“Fair enough; we continue to have success with fractional hires. So, tell me the problems this hire will solve and how they tie into our overall 2025 Objectives and Key Results” replied Julie.

As usual, Javier was prepared and he walked to the whiteboard.

He wrote the following on the board:

• Understanding the Customer Journey

  • Discovery

  • Decision/Purchase

  • Adoption

  • Retention

  • Advocacy

• Creating a Customer Experience Plan

  • Follow the customer

As was his style, Javier would write a few bullet points to guide the conversation, then pace in front of the notes, occasionally pointing at the appropriate item to drive home the point.

“This report did not expose all of this, but it did validate an assumption of mine. This is a leadership problem, not an execution problem. We need a person to lead and foster this as their primary accountability, not in addition to other areas of focus.”

“We have seen our retention rates starting to drop. It is not a big problem yet, but as our sales team focuses more and more on new business, we are losing the voice of the customer.”

“This can happen and in the past we have managed this fairly well but as the complexity of our product lines grow, we simply are not aware of all of the customer journey touch points. He pauses, AWARE might be too strong of a word, but I am certain it is not a documented plan.”

He taps the Customer Journey and Experience plan on the white board as he speaks to these elements.

“The very reason that one of our objectives this quarter is to increase our retention numbers is because we all know it is less expensive to retain a customer than to replace a customer. This will go directly to that objective.”

“Just like every other executive on the team, this VP of Customer Experience will carry a number. I believe that one of the reasons for our continued success with hiring fractionals is how we set expectations and that they are always on par with their W2 peers.”

“So, that goes to revenue, but there is more.”

“When we have a full document accounting for all of the customer journey points, we will also be able to be more proactive with not only the regular communications, but with interactions. Following the customer’s journey will tell us about the customer. ‘Walk a mile in their shoes’ as it were. Having this information available to all of our customer-facing teams from marketing to front-line support will enable our team to really feel connected to our customers.”

“Our team is always more engaged when they have better information when interacting with our customers. Creating deeper customer personals aligned with their journey will do just that. This will go towards our objective of increasing our internal NPS.”

“These are high bar accountabilities and they need the focus of a leader who can then work across teams sharing these insights.”

Javier pauses and looks across the room. “Who has thoughts? Are we aligned?”

Orville, the Chairman of the Board, looks up from his notepad, adjusts his glasses and says, “I think the Employee NPS uptick is a stretch and should not be a direct accountability of this hire. While they should own a piece of it, it is not reasonable as a justification for this hire.”

“That said, the fact that you tried to ‘pile on’ (doing air quotes) shows me you are passionate about this role and will give it your full attention as you would with any other direct report. One thing I believe should in fact be added to their accountabilities is measuring and increasing the customer feedback loops. I do not see it in our regular metrics, Feedback loops are foundational on multiple levels and with this metric we can look at the relative impact across the full customer journey.

“Pull together a budget and the number you want this position to carry and barring anyone having a strong objection; this hire is approved.”

Orville and Javier both survey the room and are met with nods of approval.

Javier returns to standing behind his chair and says, “We are agreed.

Thank you for your time today everyone; I will see you next month.”

Madison took a deep breath as she jogged along the familiar path of Ladybird Lake. The brisk morning air and rhythmic pace of her steps helped to clear her mind, but her thoughts kept returning to the challenges facing her company, WellCo.

Just a month ago, everything seemed to be going according to plan. WellCo was a late-stage startup in the booming medical technology space, founded by Madison, a retired physician with a passion for innovation. Over the past four years, she had built a thriving business, and cultivated a talented team who shared her vision.

But lately, the waters had grown choppy. The recent merger with a key competitor had brought new opportunities, but also a host of complexities. Madison's trusted co-founder and COO, Denise, had just requested an urgent meeting, a sure sign that all was not well within the leadership ranks.

As Madison walks into the conference room, she finds Denise anxiously waiting at the head of the table.

"Madison, thanks for meeting me on such short notice," Denise began. "I've been doing a lot of thinking, and I'm concerned about the state of our leadership team. Ever since the merger, there have been some growing pains - communication breakdowns, turf wars, and I'm not sure everyone is aligned on the vision for the company."

Madison nodded solemnly. "I've sensed that too. This transition has been rougher than I anticipated. I know we have a talented group, but it feels like we're not functioning as cohesively as we once did."

Denise leaned forward, her brow furrowed. "That's exactly it. I think we need an outside perspective to help us get to the root of the issues and map a path forward. Have you ever considered bringing in an executive assessment consultant?"

Madison mulled over the idea. "I can't say I have. But it's an intriguing proposition. What exactly would that entail?"

"Well, the way I understand it, the consultant would spend several weeks embedded in our organization, conducting in-depth interviews with the key members of our leadership team. They'd analyze our strengths, weaknesses, and alignment, and provide us with actionable insights to optimize our structure and roles."

"Hmm, that does sound valuable," Madison mused. "Especially given the changes we're navigating. An outside expert could really shed light on the blind spots we might be missing."

Denise nodded emphatically. "Exactly. And I truly believe it's the best way to position WellCo for sustainable growth. We've come so far, and I don't want to see us lose momentum now."

Madison leaned back, considering the proposal. This was a critical juncture for the company, and she knew they couldn't afford to let these challenges fester. With a resolute nod, she reached for her laptop.

"Alright, Denise, let's do it. I'll research some experienced executive coaching and consulting firms and get the ball rolling. We need to get to the heart of these issues and recapture the magic that made WellCo so successful in the first place."

Over the next few weeks, Madison worked closely with the executive assessment consultant, a seasoned expert named. Samantha Weiss. Through a series of confidential interviews and observations,. Weiss delved deep into the dynamics of WellCo's leadership team, uncovering both strengths and areas for improvement.

When the final team overview report landed on Madison's desk, she pored over the findings with a mixture of relief and concern. On the positive side, the assessment confirmed that her team was indeed highly capable, with a wealth of relevant experience and a strong commitment to the company's mission. However, it also highlighted some critical gaps - siloed thinking, lack of trust, and an inability to adapt quickly to the evolving landscape.

"The good news is that these are all addressable issues," Samantha assured Madison during their debriefing meeting. "Your team has the raw talent, they just need to learn to work together more cohesively and embrace a growth mindset. With the right interventions, I'm confident we can get WellCo back on track for continued success."

Madison nodded thoughtfully. "That's exactly what I was hoping to hear. So, what's the plan of action?"

Samantha outlined a multi-faceted approach, including team-building exercises, leadership coaching, and a restructuring of roles and responsibilities. The goal was to foster greater alignment, enhance communication, and empower the executives to become more agile problem-solvers.

"This is going to require a significant investment of time and resources," Madison acknowledged. "But I truly believe it's worth it. WellCo has come too far to let these challenges hold us back. We need to be laser-focused on the future and positioning ourselves for long-term growth."

With a renewed sense of purpose, Madison set the wheels in motion. Over the next several months, the leadership team engaged in a transformative journey, tackling their blind spots head-on and forging a stronger, more cohesive unit. While the process was at times uncomfortable, the payoff was evident in the company's surging performance and the renewed energy within the organization.

As Madison stood at the helm of WellCo, reflecting on the whirlwind of the past year, she couldn't help but feel a profound sense of gratitude. The executive assessment had been a pivotal catalyst, shining a light on the challenges they needed to address and providing the roadmap to overcome them. Now, with a reinvigorated leadership team and a clear vision for the future, she was confident that WellCo was poised for continued growth and success.

"Sometimes we get so caught up in the day-to-day that we lose sight of the bigger picture," Madison mused. "But thanks to this process, we've been able to step back, gain a fresh perspective, and truly optimize our organization for the road ahead. It's been a game-changer, and I know it's going to make all the difference in the world."

As she turned off the lights and headed home, Madison couldn't help but feel a renewed sense of excitement for the journey that lay ahead. WellCo was at a crossroads, but with the right guidance and a commitment to growth, the future had never looked brighter.

This story is fiction but rooted in things all executives have experienced. All of us have moments of when we feel the team “is just not getting it like they used to”.

Is your team at an inflection point, on the edge of a growth curve, dealing with the changes of M&A? Some or all of the above?

I am Will Simpson Executive Coach and part time fiction author. If you are an executive dealing with change; let's have a conversation. It all starts with how we think…

Alina tapped her pen on the mahogany boardroom table, her eyes fixed on the presentation slides being displayed. As the head of global strategy for Kōbō, a rapidly expanding Japanese technology conglomerate, she was tasked with identifying new opportunities to expand the company's footprint in the lucrative U.S. market.

"Our analysis shows significant untapped potential in the healthcare IoT space," she began, flicking to a slide illustrating the market growth projections. "We've had some success selling our patient monitoring devices through distributors, but to really capitalize on this opportunity, we need a more direct presence."

The board members nodded thoughtfully, their expressions a mix of intrigue and cautious optimism. Kōbō's foray into the U.S. had been slow-going thus far, hampered by cultural differences and a lack of familiarity with the nuanced business landscape.

"That's where you come in, Phillip," Alina said, shifting her gaze to the man seated at the far end of the table. "Your experience as a fractional COO, working with a diverse range of U.S. companies, makes you uniquely qualified to be our executive liaison."

Phillip, a seasoned business leader with decades of experience in the US, leaned forward, elbows resting on the table. "I appreciate the opportunity, Alina. I understand what drives executive teams in the US and I believe I can leverage this understanding to help Kōbō make a strong entry into the market."

He paused, a hint of a smile playing on his lips. "Of course, it won't be without its challenges. Fostering trust and understanding between our two very different cultures will be crucial."

Alina nodded in agreement. "That's why we want you to take the lead on this initiative. Your track record of building collaborative, long-term partnerships is exactly what we need."

Phillip considered her words, his mind already whirring with ideas. "Well, you have my full commitment. Let's start by identifying a handful of promising targets – companies that align with Kōbō's vision and values. Then we can begin the process of building those critical relationships."

"Excellent," Alina said, her tone decisive. "I'll have my team compile a list of potential candidates. In the meantime, I'd like you to become very familiar with this offering and our team."

Phillip nodded, already mentally preparing for the task ahead. "Consider it done. I'll get started right away."

As the meeting adjourned, Phillip lingered, his mind buzzing with the challenge that lay before him. Bridging the cultural divide between Kōbō and its U.S. counterparts would require a delicate touch – one he was more than ready to provide.

Over the next few weeks, Phillip immersed himself in the research, poring over market data, competitor analyses, and cultural nuances. He tapped into his extensive network, reaching out to former colleagues and industry contacts, seeking insights and potential introductions.

"The key is finding the right fit," he mused, jotting down notes during a call with a former client. "Not just in terms of business alignment, but in terms of shared values and communication styles."

As he disconnected the call, Phillip's gaze fell upon a framed photo on his desk – a snapshot of him and his family, taken during a recent vacation. The reminder of his own cultural duality, as both a seasoned American executive and a devoted family man, reinforced his conviction that he was the right person for this role.

Armed with a shortlist of promising targets, Phillip set out to establish those crucial first connections. He reached out to the CEOs of several U.S.-based healthcare technology companies, crafting personalized messages that highlighted Kōbō's strengths and his own understanding of the market.

The responses were cautiously optimistic, with the executives intrigued by the prospect of partnering with a global powerhouse like Kōbō. Phillip wasted no time in arranging virtual meetings, using his innate ability to put people at ease and his deep knowledge of both cultures to build rapport and establish trust.

"I understand your hesitation," he said during one such call, his tone warm and reassuring. "Collaborating with an overseas company can be a daunting prospect. But I can assure you, Kōbō is committed to fostering a true partnership – one that respects your autonomy and aligns with your values."

The CEO on the other end of the line nodded thoughtfully, the tension in her shoulders gradually easing. "That's good to hear, Phillip. I have to admit, I was a bit skeptical at first, but your approach has put me at ease. Let's explore this further."

Over the coming weeks and months, Phillip worked tirelessly to nurture these budding relationships, navigating the cultural nuances and building the trust necessary for successful collaborations. He organized in-person visits, facilitated open dialogues, and mediated any misunderstandings that arose.

The results were undeniable. One by one, Kōbō forged strategic partnerships with leading U.S. healthcare technology companies, each collaboration a testament to Phillip's skill as a cultural bridge-builder.

As Alina reviewed the quarterly results, a smile tugged at the corners of her mouth. "Phillip's been an absolute game-changer for us," she remarked to the board. "His ability to connect with our U.S. partners and foster genuine, long-term relationships has been invaluable."

Phillip, seated at the head of the table, basked in the praise, but his thoughts were elsewhere – on the indelible impact he had made, not just on Kōbō's bottom line, but on the lives of the people he had connected.

"It's not just about the numbers," he mused, leaning back in his chair. "It's about building bridges, breaking down barriers, and creating meaningful, lasting partnerships. That's the true measure of success."

As the meeting adjourned, Phillip couldn't help but feel a sense of pride and accomplishment. The overseas edge he had brought to Kōbō's U.S. expansion had been the key to unlocking a new era of growth and prosperity for the company.

With a renewed sense of purpose, he knew that this was just the beginning. The world was his oyster, and he was ready to continue forging connections, bridging cultures, and driving innovation – one partnership at a time.

This story is fiction but rooted in things all executives have experienced.

So what is the moral of the story?

As a leader, thinking through how you leverage talent is key to growth and change. Thinking “beyond the org chart” is an often overlooked source of great strategic advantage.

My name is Will Simpson; Executive Coach, Fractional Executive and part-time fiction author. Reach out any time if you would like to learn more about fractional services.

Meet with Will

Susan walked out of her downtown apartment building and made the short walk to the Ladybird Lake trail for her morning run. This was her usual routine and helped to clear and focus her mind.

Susan is the CEO of a late stage startup in the so-called “med-tech” space. She is a retired medical doctor. After 20 years in private practice she had some real ideas about the needs in the space and founded NewMedTech in 2017. Eight years later, she is very proud of the company she has built and of the work they are doing with people who are a joy to be around.

As she began to stretch out against a nearby park bench, her mind wandered to the past month. “A month of change to put it mildly," she thinks. “A month of lessons. A great month, but it certainly did not start that way”.

The familiar ding of Slack goes off and Susan swipes screens to read:

“Hey Susan, you have a minute for a huddle?”. It's from Teri, her COO and executive leader of people. This is usually not a good sign. She quickly replies. “Sure thing, let’s hop on now”.

The two join the huddle and jump right in.

Teri starts. “Jim just resigned.” she says flatly.

Teri is her right hand. Pragmatic, direct and every bit the perfect match for Susan. Susan knows that this relationship is a cornerstone of why the company is successful today. She trusts Teri implicitly and fully.

“Oh my, is he ok? Is it his family?” Susan asks.

“He is ok, his family is good. But they have decided that they need to take steps now and are going to accelerate their move. He said he was very sorry to drop this in now, with the acquisition starting next month, but he must do what is right for his family. He needs to focus on this move and his decision, while hard, was final”.

“Ok, well I have to understand, but this timing is going to be tough. Jim was central to this transition and even though the initial rounds of paperwork are done, we still have two months to go to close this deal. We are going to need to move very fast”, says Susan.

“We agree. This is why I interrupted your time block; this can’t be delayed. Inside council is just not something we can be without right now”, Teri replies.

“I think this might be time for me to shift and take your advice on a fractional hire.” Susan continues. I am not solid on this, but I am mentioning it to let you know I am not going to be my usual stubborn self this time. Let me set up an extra session with my coach and see what kind of annoying questions he is going to ask me”, she continued while laughing. She loves her coach and knows those hard questions at just the right time are what makes her, her best self.

“That is a good idea”, Teri replies. “I will ping our primary investor group and see what they have done in similar situations. If you do come fully around to the fractional ideas, I have several networks to tap there.”

The two hop off the Slack Huddle.

Susan goes right back to Slack. Her Executive Coach is on retainer and set cadence of meetings, but also makes time for her as needed on an ad-hoc basis and does not “nickel and dime” her with charges when she occasionally needs that chat.

“Hello Coach Rob” she types. “Any chance you have 30 minutes today; I have an issue and I need your counsel”.

Less than 15 minutes later she hears the ding and reads Rob’sreply.

“Hello Susan, I hope you are well. Can you hop on a video call at noon? Here is the link.”

She types in her reply; “Thank you so much Rob, see you shortly”

The meeting starts and the AI note-taker joins with the usual “this call is being recorded”.

“Hello Susan, let’s get into it. I know you well enough to know that if you need a special session, it is important for you,” says Rob.

Rob is a person of high-integrity and candor. He can “read the room” well and knows when it is and just as importantly when it is not time for chit-chat. Today is the day to get to it. Susan trusts rob and appreciates his sometimes hard-hitting questions and holding her ruthlessly accountable.

“Well Rob, I lost a key employee today and right in the middle of our acquisition. We will need to move very quickly to replace him. Logically I know that this is the time for me to finally listen to Teri and bring in a fractional hire or this role.”

She pauses to see if Rob will jump in, but as usual he can see she has more to say and he remains engaged and silent.

Susan continues. “We need expertise more than anything. This isn't a budget thing, although I know that is a benefit of Fractional, but we need speed and I do not have time to wait to “steal” a lawyer from another company or hope to get lucky and find a good one between roles. So, and this is where I need you, why am I still afraid of hiring a fractional?”

Rob now replies.

“I feel that your logic and your trust in Teri might not be in alignment. Is that what you feel?

Susan feels her ears turn red. She is angry.

“No, Rob, that is not it. I trust Teri, there is no question. She has earned this in every way with her actions and words. I think you have missed this one. My logic and my trust…” she let’s that sentence trail off.

“Damn,” She says flatly.

“It’s MY actions that are wrong; I am not acting like I trust HER.”

“Ok, Rob. As usual this is just what I needed. I need to continue to foster the trust in MY actions; this is a two way relationship and of course she is doing what is best for me and the company. Thank you, I will see you in two weeks for our usual session. Susan replies as her ears cool.”

“I am always here for you Susan,” Rob replies. “Be well and have a great rest of your week.”

The two exit the call and Susan sits with her thoughts for a moment.

“This is all about trust and I need to carry that into the interview process as well, she thinks. “Trust has to be earned” is not quite right. Trust needs to be fostered and as Rob helped me understand very early on, as the Authority figure, I have to trust first; always.”

With new clarity Susan grabs some time on Teri’s calendar later in the afternoon.

Here they will work through what Teri has found from their investment partner and they quickly have a short list of potential fractional attorney’s to interview.

As a friendly squirrel hops up on the bench where Susan is stretching, she is brought back to the present. Today is Jim’s last official day on the team and the onboarding of the new attorney is complete. If these first two weeks with her is any indication, she is going to fit in well with the team and this acquisition will go on as planned. Time to get moving she thinks as she heads out onto the trail.

This story is fiction but rooted in things all executives have experienced. All of us have moments of uncertainty where we feel we do not have enough information to make the correct decisions. A good coach can help with that; sometime with one well timed and thoughtful question.

The lesson from this story is that trust is not a thing that a leader “waits for”. Trust must be fostered and as an authority, the first action should be yours.

Is your team at an inflection point, on the edge of a growth curve, dealing with the changes of M&A? Some or all of the above?

I am Will Simpson Executive Coach and part time fiction author. If you are an executive dealing with change; let's have a conversation. It all starts with how we think…

Saturday, Jan 3, 2025

It started as a typical day in Austin as Jane woke up with the sun to start the day. Jane is an entrepreneur CEO who started her consumer product goods company right here in this kitchen where she is brewing her coffee. She has fought hard over the past few years through all of the changes in the pandemic and is now on track to beat every sales forecast the company has set, and this is for the third quarter in a row.

"That coffee smells amazing," Jasmine says, "I am going to need some of that before I even think about opening this laptop." Jasmine is Jane's partner and has recently left MEGA CORP after a 13-year career in finance and operations and is on an entrepreneurial journey of her own as a Fractional CFO.

"Just pouring us both a cup," says Jane. "I know you like to start posting your content on socials early to get your name out there for your consulting stuff."

"Well, not consulting. I am really focused on fractional engagements," Jasmine replies. As she looks at her partner, who is clearly not listening but instead is in deep thought.

"Ok, I know that look; what's up? asks Jasmine. “I know it is a little late, but we will still beat the crowds and get in our run.” she quickly adds.

"No, I'm all good with that; it's NEWCO. I am probably overthinking it, and it will all work itself out, but we are just way behind in delivery," says Jane with the stress evidence in her brow.

"I see; how can I help?" Jasmine replies,

“Oh, it's nothing financial; we are hitting all our numbers and then some, but if we keep falling behind on our delivery, our reputation will suffer, and you know what happens in the B to C world when that happens.” Jane replies with a tad of finality in her tone.

“Ok, I hear you, I am not gonna solve it, but I am just operational enough to help ask the right questions. You know I am always here to be your sounding board. Let's get in our run and whiteboard some things out when we get back.”

“Thanks, sweetie; I know you are just trying to help. I am sure the run will clear some fog too. We do need to get moving before the crowd gets here.

As the pair head out of the apartment and onto the lake trails downtown, Jane continues to cycle in thought. Her team is amazing, but for most of them, this is their first role out of college. She is also aware that her lack of operational experience is quickly catching up with the business. Process and all that stuff is just so booooring, she thinks as she smiles a bit at her partner running next to her. She knows Jasmine loves the operational side of the business.

As the two wind down their run, they grab a bench close to the waters edge and just take a moment to relax and people-watch. Jasmine sees her partner still cycling in her head and decides not to wait for the formality of a whiteboard to kick off a conversation.

"Jane, tell me what is bothering you; just blurt it out in one sentence, no thinking, just say it.

"Ugh, you know I like to"..... Jane starts to say, but Jasmine is insistent. "Nope, just say it - quick."

Jane sighed, then started to braindump all that had been pent up inside her.

"Ok, we are outselling delivery, and not me or anyone on the team has the operations chops to guide us, really. I need someone to get our processes in place and documented, plus get some goals that don't seem to be moving all over the place. I guess what I really need is someone to be my right hand, focusing ON the business so I can stay focused IN the growth of the business."

"I have some operationally-minded people on the team, but they know what they know from me by working here. I need some new perspectives, and some real "been there and done that" kind of experience."

"Ok, well, as usual, you are great at spotting the issues; it sounds to me like you know you need a COO. I can hit my network, plus your advisory board should be able to help find some good candidates. With money tight right now, no need to spend on a headhunting firm; I am sure we can get some good prospects in." Jasmine replies.

"So what am I missing? It can not be this easy, or you would already be in motion on it."

"Yes, well, you are spot on about money being tight, but it is tighter than you know. The board has made it pretty clear that until we can show forecast delivery increase and not just sales; they will not be aligned with bringing in what they call "overhead" expense. They are so short-term sometimes it is infuriating." Jane says as her ears go slightly red with irritation.

"Ok, hey, this is not bad news; this is actually a great fit for Fractional. You get all the experience you need at a cost that even the tightest of number crunchers will be happy with. I mean, I AM those very number crunchers, so I am pretty sure I know what is what here," Jasmine adds with a broad grin now on her face.

Jane is not convinced. She replies, "Look, I see how consultants can help with finances and maybe sales or marketing, but I need someone who is committed to my business and my success. No offense to consultants, but I do not want a "part-timer" putting just a bit of snark in as she says it."

Jasmine is now the one who sighs and takes a moment to reply with grace. She can see her partner feels stuck and wants to help, not just "win the argument" between what a consultant is and a fractional executive.

"Ok, and hear me out; I am not suggesting a consultant. In this case, you do not need that. Consultants deliver output, and while that might solve some of the bandwidth issues, it will not really help with your big picture issues and certainly can’t be your right hand."

"Think of this. With a consultant, you delegate tasks and maybe even projects to them. But with a Fractional Executive, you can abdicate accountability. This is very different."

"You interview a Fractional Executive the same way you interview any other exec. They need to be a good fit with you and the culture of the company. The real difference here is not in what or how they deliver as an executive; it is just in the amount of time they are with you. You said it yourself; what you are after is the experience they can bring you and the team."

Jane's shoulders drop just so slightly as she leans back on the bench. It is as if a weight is being lifted at the same time a light bulb has moved to the brightest setting.

"How is it that I have missed this distinction all this time? I am playing back the conversations we have had over the past couple of months since you left MEGA SHIT HOLE (Jane's name for Jasmin's last company). I have been replacing fractional with consultant all this time.

It's all good, babe, what I heard was that you were happy, that I was happy, and that is what really matters.

Look, we don't need the whiteboard Jasmine continues. Go type up one of your magic emails to the board and tell them to approve $12K a month for a Fractional COO.

I am a member of several networking groups that have a wide variety of Fractional Executives; I am certain you can find a good fit. I will share a few profiles and make introductions as soon as you get the green light from the board.

Jasmine hops up from the bench and gives a little wink to her partner. Race you home!

With that, the two clear their heads with a sprint home and have an enjoyable weekend.

This story is fiction but rooted in things all executives have experienced.

So what is the moral of the story?

Fractionals are not some magical mystery cure-all, but they are a solution for many small businesses that are stuck and need to bring in real experience and guidance from committed team members at a rate that matches the budget.

My name is Will Simpson; Executive Coach, Fractional Executive and part-time fiction author. Reach out any time if you would like to learn more about fractional services.

Meet with Will

Samuel wakes at his usual six AM and looks outside as he starts the coffee brewing.

SNOW!

It is a rare thing in Austin, Texas; although with climate change it is becoming more and more common. A few years back, this might have meant another day of lost productivity, but as his company fully embraces meaningful work with a focus on employee satisfaction first, they have a hybrid work model; his commute to his upstairs office will not be interrupted or delayed.

His mind wanders over the past few months and the merger with his number two competitor.

Samuel is the CEO of a technology company in the IoT (Internet of Things) space; a company that he co-founded just two years ago. He knew that this was likely his last company and he was so very happy that he had decided to leave the grind of the corporate world to build something that was truly his own.

This merger while bringing in many new customers has also brought on many challenges; especially in leadership. He needs some help and he knows it. His COO and right hand Janet announced well before the merger that she would stay until it was complete, but then her and her wife would be moving abroad and she was going into retirement as a consultant or coach or something. Honestly these days, Sam was not sure what the different terms all meant.

• Executive Coach

• Trusted Advisor

• Business Operations Consultant

• Interim Executive

• Fractional Executive

When he was a young executive, there were employees and consultants - that’s it. But that was 30 years ago and things had changed at an increasing rate. He was coming to grips that he needed to learn more about this and soon. He knew he needed a “consultant” but what kind.

He was going to lean on Janet one more time before she left and that meeting would happen today. This kind of day to day thing had been correctly abdicated to his outgoing COO and he wanted to gain her insights before she departed at the end of the month. She was backfilling her departure with an “Interim” and he knew he needed more to fully grasp what the expectations of this person would be. He had certainly shown the chops to be the next COO in the interviews so why not “just hire them”?

Samuel settles into his office chair upstairs and initiates the video call.

“Hey Sam; you are looking tired, " says Janet as she joins the call. “What about all this snow?” says Janet.

“Well, you could always read me well my friend,I am feeling some stress. And, I hate the cold; it might be time to move farther south or something.”

“If I am honest, I am worried that I don’t know what I am going to do through the integration. The merger is done, now the work begins and I am feeling out of sorts; like I need help. It is the main reason for this call today. I need some of your operational wisdom. I can’t just “imagine my way” past this one.”

“I feel like I am all over the map now. Please know, I am not trying to get you to stay. We have always known this was your exit path and I am so thankful for the time we had together building this thing. But, I need you to help me be prepared. I need a…” He trails off. “Well, something.”

“That is topic one.”

“Help me understand the consultant landscape. I need to make sure I am asking the right questions and using the correct terms. You are one of the few people I can tell that I don’t know what I don’t know.”

“Take me through it; what is the real difference between coaches and consultants and fractionals and such. More importantly, I want to know what you think we need; what I need.”

“It’s all good Sam”, says Janet.”I am happy to walk you through it. I can share what I am doing and how it works and make some recommendations. There are a few folks I can introduce you to that can help once I understand what in your mind is the issue. Where are you spending your time thinking and how much clarity do you have in those areas.”

“But, let’s not jump to the end. Let’s start with your first question - what are all these different kinds of services being offered.”

“First and foremost; these are just terms. Some people, even the providers themselves, will have variations of these. It is a very gray area so do not be surprised if not everyone has the same set of definitions.”

“That little disclaimer out of the way, let’s go.”

Janet shares her whiteboard app screen and starts to type; reading aloud as she does.

“Consultant”

“This is a hands-on role that will deliver a specific and pre-agreed deliverable. This is about output over outcome. The outcome is still on the team with the consultant providing expertise to fill gaps the team could lack or the outside perspective sometimes missing. The CTO hired several consultants as we added medical devices for example. This role typically engages for a specified length of time and bills based on a project by project basis.”

“Advisor”

“This is a lesser hands on role; I would say involved, but not active. Advisors are primarily used as THE expert for specific projects in a specific industry. Our CFO had one during M&A because we needed an expert in merging with a non-US company. This role typically engages as needed and bills on an hourly basis. It is also common to have a retainer base.”

“Interim Executive”

“This role is a full-time role with all of the accountability of a permanent executive. The key difference here is that in this role, one holds this role as part of a transition until a permanent placement can be made. In some cases, the Interim Executive may become permanent. This role typically is a W2 base plus bonus/equity arrangement much as a standard Executive Employee Agreement.”

“Fractional Executive.”

“This role is a “part-time” role where the executive will commonly serve 2 or more companies at the same time. This role has all of the accountability of a permanent role. This role typically engages as needed throughout the month and bills using a retainer model.”

“Executive Coach.”

“This role is a part-time role and can engage with a single executive and/or an executive team. Coaches focus on the client and improvement of the coach rather than directly on the business. This role typically has a set cadence and schedule and bills monthly based on hours of engagement.”

“So, does this help you Sam?”

“Yes, it does, thank you Janet. I think we might need some combination of these kinds of roles. It also helps me understand your intention for the Intirim COO you are going to bring on.For the first time I think I get the appeal of a Fractional as well; that is a leveled up expansion play.. Hearing your definition makes this much clearer now.”

“That is good news Sam, and I did want to provide you with that update today as well. I have the Interim COO coming in on Monday to overlap with me until the end of the month. He is a super sharp “been there done that” COO and ready for his next challenge. He could very well become the permanent hire, but I want to give the team the chance to evaluate that without me here.” “The dynamics will change; especially if you decide to move to the board and replace yourself as CEO; yes, that is a hint” she says with a broad smile.

Sam reflects and says, "I think maybe I could use a coach. With all of this change lately…” he trails off.

:”What am I saying, this has been a full ride of constant change. I should have asked you this a long time ago. I really think I need a coach. If I am honest, I think you have been that for me all this time even though we never labeled it.”

“You know Sam, this is what I see as well. You need someone who asks the hard questions, not someone giving you answers. I do feel I have been that in part for you over the years.”

“In fact, it is my next career now. I am going to be an Executive Coach and help people the way I have been throughout my career while, as you say, not putting that label on it.”

“I am happy to continue being that for you; we have the trust established so it makes sense. That said, this is about you, not me. YOU need to find the best fit for where you are now.”

“Let’s follow up on that as I make my full exit at the end of the month. I am your biggest fan Sam; I want you to be the best you and more importantly the most fulfilled you that you can be.”

“Now go outside before all the snow melts and just enjoy it; let’s grab lunch at Black’s on Guadalupe right after I leave and dive in deeper on coaching. In the meantime, I will shoot you this cool assessment tool that will give us some insights on where you are right now and what you want to work on next. It’s called The MindScan™; you will love it.”

It’s a plan. Later my friend.” says Sam.

The two exit the call.

Sam hears the familiar ding of incoming mail and sees that Janet has sent the MindScan™, He opens the email and clicks the link.

“This looks like fun” he thinks as he starts the assessment...

This story is fiction but rooted in things all executives have experienced. All of us have blind spots and all coaches help with that. But what differentiates a good coach from a great coach is one who can help find the one that matters.

Is your team at an inflection point, on the edge of a growth curve, dealing with the changes of M&A? Some or all of the above?

I am Will Simpson Executive Coach and part time fiction author. If you are an executive dealing with a specific change; let's have a conversation. It all starts with how we think…

This is what it feels like when I accept a connection request and am immediately “hit” with a sales pitch. I call this — The Pitch-Slap.

At the first of the year, these kinds of Marketing tactics ramp up - I have ZERO data behind that statement, but anecdotally it sure does “feel” that way.

On social media channels I will get the very well crafted emotional sale based message “we are very interested in learning about your journey” and on occasion I will accept the connection request hoping beyond hope that a real person might actually give one iota of caring about me or my company challenge. Then, without even bothering to look at my company or my service offering I get the “we have a proven model to fill your pipeline - blah, blah, blah”. The best of these use AI to at least get my industry correct while the worst can land off base so far that if I wasn’t so irritated it would be funny. No, I am not in the Oil and Gas business and I do not wholesale farm implements.

For me, it is not about the junk email or junk invite on social media channels. I know how to hit delete and block. It has just become another cost of doing business as a solopreneur. For me, it is the total lack of integrity.

The very first thing you have done is LIE to me. You do not give a crap about me or my business, you just want to sound like you do so you can make a sale.

So tell me the truth.

Hey — I want to connect with you so I can sell you something. Here is what I am selling:

• A program

• B service

• Delivers X result

If I accept your invite or connection from there, we are starting off on solid ground. If I don’t, well, you won’t even notice because you did not send the message anyway, it was automated and I am marked as a dead prospect as I should be.

Here is another tip - if you are bringing me a “proven model”, you better have something to back that up. No, your word is not good enough; show me other clients in my high-trust field that have seen the results you are claiming. You should also be prepared to include crisp OUTCOME based deliverables in your SOW. If I am looking for more clients, THAT is the outcome, Things like how many likes the content you created for me has or a brand guide or a training doc on how to create content can all be part of the deliverable, but without the outcome, they are meaningless.

If your marketing says - we generate 4 to 6 new clients per month with our proven process — I expect to see that in the SOW and you should expect not to get paid if it is not delivered.

The other side of the coin.

So, most of these marketing campaigns I get are focused on “filling the pipeline” with future clients.

My fellow marketers, read the above.

I believe in what I am selling (Executive Coaching and Consulting). It is a high-trust service as my clients and I will be addressing fears and blind-spots and all the things we executives walk around pretending not to have. These are HARD conversations and you need to trust the person you are having them with.

So, if you are coming at me with to “fill my pipeline” using these pitch-slap methods, I am going to save you some time and money right now. Take me off your mailing list.

I value integrity, candor and transparency - it IS my brand and I am not going to sacrifice it to maybe find a hand-full of clients.

Right now, I find clients the hard way. I build and leverage relationships and ask for referrals. I am not alone, many of my fellow consultants do it like this.

I came across a post that boldly stated that “using networking and referral channels were a urban myth and failed 95% of of the time”. Of course, no data was given to back that up. Another sure sign of pitch-slap marketing waiting to happen (there was even a subsequent post about the value of cold message marketing. I openly challenged this person to show me some results and while I did get some snarky replies, I got no example of success.

I would love to be wrong.

I would wake up a happy person tomorrow if there really were an easy button out there to throw money at to find and land clients for high-trust coaching and consulting.

Are you a marketing professional who believes I am wrong? Reach out, show me your data and reference-able clients who have had success with your programs; bring me your SOW with outcome metrics and lets do some business together.

Are you a consultant or coach with high-trust clients who has found a marketing company that actually delivers. I would love to “buy you lunch” (or a virtual coffee) and hear all about it.

Have a great 2025 y’all!!