A Map for the Ongoing Work of Leadership
You already know how to run a company. This curriculum isn't about teaching you the basics.
It's a collection of frameworks, inquiries, and practices I've developed over years of working with founders and CEOs. Some will sharpen what you already do well. Others will surface what you've been avoiding.
The structure covers three territories: Leading Yourself, Leading Others, and Leading the Organization. Within each, I've organized the work into two tracks:
We won't go through this sequentially. Based on where you are and what you're facing, we'll pull what's relevant. Think of it as a map, not a syllabus.
How we'll use this curriculum
My approach sits at the intersection of intellectual rigor and contemplative practice. I draw from business strategy, psychology, neuroscience, and Buddhist philosophy—but I'm not interested in theory for its own sake.
The premise is simple: the leader with the fewest blind spots wins. Not the smartest, not the hardest-working. The one who sees most clearly.
Everything in this curriculum is designed to remove what obscures your clarity: about yourself, about your people, and about the game you're playing.
Check off items that address your most pressing challenges—or the gaps you've been avoiding. Don't hold back.
Select everything that resonates. We'll then sequence 3-4 focus areas per quarter for depth over breadth.
Your context evolves. We'll review priorities as new challenges emerge and others resolve.
The inner work that makes the outer work possible
Building teams that don't need you in the room
Seeing the whole board and playing the long game
Specialized workshops for pressing challenges
Each intensive is a focused engagement designed to build lasting capacity, not just solve the immediate problem.
Here's everything you've selected
We'll use this as our map together. To finalize your curriculum, please confirm at the bottom of this page.