It is the consciousness of the founders that sets the limit of the enterprise.

That is where I work.

Every venture hits its ceiling somewhere. In the early years, it is almost never the technology, the market, or the capital. It is the founder's capacity to make clear decisions under sustained pressure — and, where there are co-founders, the partnership's capacity to hold disagreement without breaking.

Accelerators are full of advisors for strategy, capital, and commercialization. This is the other work: the founder, and the founding relationship, as the system everything else runs on.

The work

With founders, one on one. Decision quality under pressure. Metabolizing setbacks instead of carrying them. The difference between the company's urgency and your own. What you are actually building, and what it is costing you — named honestly, early enough to matter.

With founding partnerships, as a unit.

Two or three founders, together in the room. Co-founder breakdown ends more ventures than technology failure, and it is the risk almost no program addresses directly. We work with the partnership as a working system: how decisions actually get made, where the unspoken agreements live, what each of you is protecting, and how to disagree in a way the company can survive — and be strengthened by.

Where useful, the work includes validated individual and team assessment (Integrative Enneagram, iEQ9) to make the partnership's patterns visible and workable.

How engagements run

Every engagement begins with a committed ninety-day container. At the start, we name together what "working" would look like — real markers, not vibes. At day ninety, the default is completion. Continuing is a fresh, deliberate yes from both sides, never a drift.

One agreement holds the whole thing: you get the truth from me, and I expect it from you. If that agreement erodes, the engagement ends early. Everything else is negotiable.

Who this is for

Founders who want truth over comfort and will say so. Builders who have already sacrificed something real for the work. Teams willing to put the partnership itself on the table.

It is not for founders shopping for accountability, applause, or someone to referee a fight they've already decided to win.

Background

Thirty years coaching founders, executives, and leadership teams — technology companies, private banks, construction, family enterprise. Certified through CTI (Co-Active) and The Leadership Circle; accredited practitioner of the Integrative Enneagram (iEQ9); trained in organizational systems coaching and family enterprise advising. Ordained for a year as a Buddhist monk in the Burmese Theravada tradition. Author of Awakened Wisdom: A Guide to Reclaiming Your Brilliance.

If you run an accelerator or incubator program and this dimension is missing from your bench, I'm open to that conversation.

Begin

A first conversation costs nothing but honesty.

[email protected]· Victoria, BC · In person and by Zoom