Jeff Hyman,
Private Growth Advisor
Running a company is lonely. It was for me …
three times.
Nobody in the room had an unbiased perspective. Everyone had an angle ... the board, the investors, the team. That's why I built this practice.
Most CEOs I work with aren't in crisis. They're stuck. Growth has slowed or started slipping backward. And “stuck” is insidious … there's no burning platform forcing a decision. Just another quarter of explaining it away.
They already know something is wrong. They just don't know which something.
Is it the strategy? The team? The people in the seats? Usually they guess. Usually they guess wrong. They hire a new VP Sales when the real problem is the go-to-market model. They restructure the team when the real problem is one person who should have been replaced two years ago. They bring in a consultant who fixes one thing while the other two quietly get worse.
I've watched this pattern repeat across 1,000+ companies over 30 years. The diagnosis is almost always wrong — not because CEOs aren't smart, but because you're too close to it. Too loyal to the people. Too committed to the strategy that got you here.
That's not a character flaw. It's an occupational hazard.
There are three reasons a $10–100M company stops growing. Only three. And they almost never travel alone.
3 Keys to Sustained Growth
Most CEOs hire a sales consultant, a leadership coach, and a recruiter … and none of them talk to each other. The consultant blames the team. The coach blames the strategy. The recruiter fills the seat without asking if it's the right seat. Nobody owns the diagnosis.
I do.
I'm the only advisor who credibly sits at the intersection of all three … and has actually been a CEO. Three times. Just one person who's seen this problem a thousand times & knows exactly where to look.
Why Jeff?
