After graduating from The Olin Graduate School of Business at Washington University, I pursued a career in corporate banking. Right from the start, I began working with CEOs. Some were good. Some not so good. I learned from all of them.

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I left corporate banking to establish my own boutique investment banking firm specializing in corporate finance and merger/acquisitions. It wasn’t Goldman Sachs, but we did some pretty good work. For over 20 years I had the privilege of working side-by-side with CEOs building their companies. We raised capital, made acquisitions, navigated crises, and positioned their companies for acquisition. During all these years I was developing a unique skill set that would later equip me to serve as a strategic advisor and coach to CEOs.

 

Then it was time to take the helm as CEO. After 30 years of high level consulting I put my learning to the test. Sometimes for companies owned by others and sometimes for my own. I led companies in finance, staffing, consumer electronics and retail. I had successes and one epic failure. And it was in the aftermath of that epic failure that I learned the most.

 

The company failed. Not only that, I failed. Solely focused on the business, redlining growth and development, thinking I had all the answers and having no self-awareness. Through a long and painful process of wandering through the debris field of that personal and corporate failure, it became apparent to me that I was not the CEO and person that I thought I was. I had neglected my own well-being. So proud of how little sleep I needed, how much stress I could handle and how hard I could work. So arrogant. So unaware. And I failed.

 

Through this hero's journey and many hours of dedicated study, I realized that I wasn’t the only one. CEOs must prioritize their own well-being and set their own benchmarks for performance.

 

“The issues you face in your business are a direct reflection of the problems and unresolved issues you face in your personal life.”

 

This became the focus of my specialized work on the well-being, performance and life fulfillment of the CEO. I’m not a life coach. I am a strategic advisor to CEOs. The one who will guide you to unpack the real issues, ask the questions that need to be asked and tell you what no one else will. Yes, it is lonely at the top. I know that. Moreover, it’s challenging to find someone with the intelligence, experience and gravitas to understand what you’re going through. I’m that someone.