Executive Coach · Trusted Advisor
I work with founders, executives, and leaders operating at real leverage — helping them think clearly, make the hard calls, have the conversations they've been avoiding, and build something they're proud of.
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"The most expensive thing in your life is the conversation you're avoiding."
I've watched capable leaders spend months — sometimes years — circling something they needed to say. To a co-founder, a direct report, an investor. Sometimes to themselves. Every week it doesn't happen, the cost compounds: the team senses the avoidance, the culture absorbs the ambiguity, the decision calcifies in the wrong direction. When the conversation finally happens, it almost always goes better than they feared. That's what happens when you set it up right.
That's where most of the real work lives. Not in strategy decks or frameworks — in the things people are circling and haven't yet said. I help leaders see those things clearly, and then do something about them.
One-on-one, ongoing work with founders, executives, and leaders under real pressure. Early on, that might mean helping draft the email you've been sitting on for two weeks, auditing your calendar, or working through a co-founder dynamic that's quietly draining the company. As trust builds, the work goes deeper — into the beliefs and patterns that are actually running the show. Strategic clarity, difficult conversations, high-stakes decisions, and whatever is driving the stress. Even when that's personal.
Facilitated sessions for executive teams, co-founders, and boards. Strategy, alignment, relational repair, and organizational design. The most important work is often naming what's been unspoken — and creating a container where that's possible. What gets said in a well-run offsite usually couldn't surface any other way.
Direct advisory for leaders navigating consequential decisions: acquisitions, exits, fundraising, AI adoption, organizational restructuring, long-term positioning. Thinking partner, not engagement manager. Fast, direct, non-bureaucratic.
Invite-only salons and dinners for leaders who want to think in good company. Not networking events. Protected spaces where serious people can speak honestly about what they're actually navigating — technology, responsibility, power, and what it means to lead well right now.
Robert has an uncommon ability to apply a systems view to organizational challenges. He helps leaders not only identify immediate leverage points, but also understand the broader patterns at play. His approach is creative, pragmatic, and rooted in a deep commitment to clarity and alignment.
He has a different way of looking at situations based on his vast experience working with executives — there have been no situations I have presented to him that he couldn't help me think through and address.
The methodology we used has provided the structure and accountability I needed to bring some of my weakest leadership qualities up to A+ in just a few months. I highly recommend Robert to anyone in search of a grounded, professional, yet engaging and dynamic guide.
I studied electrical engineering and music — an odd pairing that still describes how I think. Systems and signal. Pattern and noise. What's actually happening beneath what's being said. I've spent 20 years applying that to how people build, lead, and make decisions under real pressure.
I founded The Integral Center, a leadership development organization built in collaboration with philosopher Ken Wilber — 100+ contractors, 25+ cities at its peak. I was a Senior Partner at NeubergGore. I co-founded Antelope Recovery. I've been in rooms where acquisitions were negotiated, co-founder relationships broke, and leaders made decisions they'd carry for the rest of their careers. I'm not advising from the sideline.
My clients include startup founders, executives, investors, post-exit founders, AI engineers, and political leaders. The through-line is high stakes and the self-awareness to know that doing it alone isn't working anymore. Clients who would never sit with a therapist do significant developmental work in our sessions — because the container is leadership, and that earns a different kind of access.
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