Your executive is still doing their team's work
You have asked them to delegate and think ahead. They still get pulled into approvals, fixes, and follow-up.
For founders whose companies have outgrown the way they work
You hired leaders to carry more. Why does the work keep coming back to you?
You hired capable leaders. You have told them to own more and bring you fewer decisions. Yet you are still reviewing work, settling disagreements, and catching problems late. I help you see what is really happening and fix the part of the company that keeps pulling you back in.
Bring one problem that keeps coming back. We will trace what is happening, who is involved, and what I would look at next. If I can be useful, you will know by the end of the call.
No available time works? Email me at sehr@sehrlalani.com.
When something is off
You have had the conversation more than once. The same thing keeps happening.
Every disagreement lands with you
Two leaders disagree or wait each other out. You make the call, then chase everyone to act on it.
Decisions will not stay decided
Everyone agrees in the meeting. A side conversation reopens the decision, and the team loses another week.
You are still the backstop
You hired senior people, but you are still reviewing details, catching misses, and making sure the work gets finished.
Start here
In two weeks, know what is actually broken.
Before you redraw the org or replace a leader, I look at how work is really getting done and where it keeps breaking.
Stop after the diagnosis, or bring me in to help fix it.
- Kickoff: one 60-minute session with you and the leadership team to name the problem and what a good outcome would look like.
- Two CEO interviews: we go through how the problem started, what you have tried, and the calls you are avoiding or revisiting.
- Team interviews: I speak with four to six leaders and one to two people closest to the day-to-day work.
- Look at the evidence: I review the org chart, roles, goals, recurring meetings, and the documents people actually use to run the work.
- Follow the work: I pick recent decisions, misses, or escalations and trace what happened from start to finish.
- Readout: one 90-minute session to show you what is causing the problem, what is not, and what I think you should do.
What you get: a short written diagnosis, my recommendation, the decisions you need to make, and what I would fix next.
If you want help fixing it
Then we build the new way of working.
I turn the diagnosis into a practical way of working: who owns what, which decisions leaders can make without you, when something should be escalated, how managers report progress, and how the team will make the change over 90 days. We agree to that work separately because it depends on what we find.
Operator, founder, former CPO
I know what this looks like from inside the company.
I co-founded and scaled Potentia Energy to eight figures in revenue before a successful exit. I then served as the first Chief People Officer at both IPSY and RigUp, helping scale each company to hundreds of employees and billion-dollar valuations. Since 2020, more than two dozen founders have brought me the problems that did not fit neatly into a job description or org chart.
A client example
The company and identifying details have been changed.
Growing services company
Revenue was growing. The CEO kept stepping into client delivery when work went off track.
The CEO had stepped into delivery multiple times to keep client commitments from slipping. Each incident reopened the same questions: Was the senior leader strategic enough? Did the managers below have the judgment to support the next stage of growth? Did the org chart need to change?
What the CEO asked for
A new org chart.
The CEO wanted to know whether to change the senior leader, the managers below, or the reporting lines before growth put more client work at risk.
What I found
They were right to look at delivery. The org chart was not the problem.
On paper, delivery managers owned client issues. In real life, they handed the hard calls upstairs. Senior leaders made the decisions, fixed the plans, and finished the work. Clients were protected, but no one could tell which managers were actually capable, and the head of delivery had no time to lead.
What I did
I followed real client work from the first warning sign to the person who finally fixed it.
Replayed real failures
We took recent client problems and mapped who saw the risk, who was supposed to act, where the handoff failed, when a leader stepped in, and who actually finished the work.
Gave each client one owner
Every active engagement got one day-to-day owner. If a senior leader stepped in, the reason, the help needed, and the date they would step back out had to be clear.
Made escalations come with a recommendation
A manager could not pass a problem upward and wait. Their update had to say what changed, what was at risk, what they recommended, what decision they needed, and by when.
Wrote down what good performance looked like
Each manager got one or two clear expectations tied to live work. A weekly record showed where leaders stepped in, what feedback was given, and whether the same miss happened again.
Made leaders decide
Repeated issues could no longer disappear into another round of coaching. Leaders had to decide whether to keep developing someone, change their assignments, limit the work they could own, or let them go.
90 days later
The senior leader was performing. Several managers were not.
Once the rescue work was visible and stopped, the head of delivery had time to lead. The weekly record showed that several managers could not handle the level of work the company's growth demanded. Several were let go. Client issues had a clear owner and a clear point of escalation. The CEO could see risk without becoming the fix.
Select clients
Bring the real problem
Let's use 30 minutes to figure out why the same issue keeps coming back.
You do not need a polished brief. Bring the messy version and we will start there.
Book a free 30-minute working session
No time works? Email me instead.