For founders and leadership teams

Get your leadership team
pulling in one direction.

Workshops, training and talks for startup and scale-up leadership teams. Find the problem you need to solve, and I’ll shape the session around it.

Book a Clarity Call

Three stages

The workshops follow three stages. Start at the one that sounds like you.

1. Find what’s slowing you down

Execution audit · Go-to-market review

See these →

2. Agree where you’re going

Strategy offsite · Product vision

See these →

3. Make it happen

OKRs · Run the quarter · Weekly business review · Who owns what

See these →

Ways to work together

Most sessions are a mix of these. We pick what fits the problem.

Many clients add coaching for their leaders alongside, so the change sticks between sessions: Coach my team →

Facilitated workshops and offsites

Half a day to two days, in person or online. You work on your real decisions; I design and run the room.

Training

For leaders, managers and product managers. Live, and built around your own work.

Talks and Q&A

Keynotes, webinars, panels, fireside chats, lunch and learns, and open Q&As. On their own, or as part of a bigger piece of work.

Support through the quarter

I sit in on the first reviews and planning meetings, coach the people running them, then hand over.

Diagnosis and custom work

Confidential interviews, a clear view of what’s going on, and a session to decide what to change. Or something that isn’t on this page.

Not sure what you need?

Tell me the problem in a free 20-minute Clarity Call, and we’ll work out the right format together. Book a Clarity Call →

1. Find what’s slowing you down

Not sure where the problem is? Start here.

Find out why you’ve slowed down

“We used to move fast. Now everything takes longer, and nobody can say why.”

I talk to your leaders one by one, find where decisions and work get stuck, and bring back what I found. Then we decide what to change.

You leave with: A clear diagnosis in plain words, and the two or three changes to make first.

Formats and examples +

Go-to-market review

“Sales are slowing, and nobody agrees why.”

We look at who you sell to, how, and how your teams work together. Then you choose which customers to win more of, and what to stop.

You leave with: A clear picture of your best customers, the risks in your growth, and the first changes to make.

Formats and examples +

Find out why you’ve slowed down

“We used to move fast. Now everything takes longer, and nobody can say why.”

I talk to your leaders one by one, find where decisions and work get stuck, and bring back what I found. Then we decide what to change.

You leave with: A clear diagnosis in plain words, and the two or three changes to make first.

Formats and examples +

Go-to-market review

“Sales are slowing, and nobody agrees why.”

We look at who you sell to, how, and how your teams work together. Then you choose which customers to win more of, and what to stop.

You leave with: A clear picture of your best customers, the risks in your growth, and the first changes to make.

Formats and examples +

Find out why you’ve slowed down

“We used to move fast. Now everything takes longer, and nobody can say why.”

I talk to your leaders one by one, find where decisions and work get stuck, and bring back what I found. Then we decide what to change.

You leave with: A clear diagnosis in plain words, and the two or three changes to make first.

Formats and examples +

Go-to-market review

“Sales are slowing, and nobody agrees why.”

We look at who you sell to, how, and how your teams work together. Then you choose which customers to win more of, and what to stop.

You leave with: A clear picture of your best customers, the risks in your growth, and the first changes to make.

Formats and examples +

2. Agree where you’re going

One direction your leaders agree on, and wrote down themselves.

Strategy offsite

“Everyone has a different idea of where we’re going.”

A day or two with your leadership team to agree one direction, and write it down.

You leave with: A short written strategy your leaders wrote together, and the first decisions that follow from it.

Try it yourself: One Page Strategy Template →, 1-2-4-All →

Formats and examples +

Product vision

“We know what we’re building this year. We don’t know where the product’s going.”

A workshop for your leaders and product team, working back from the customer. Then your team writes it up.

You leave with: A written product vision the whole team can explain.

Formats and examples +

Strategy offsite

“Everyone has a different idea of where we’re going.”

A day or two with your leadership team to agree one direction, and write it down.

You leave with: A short written strategy your leaders wrote together, and the first decisions that follow from it.

Try it yourself: One Page Strategy Template →, 1-2-4-All →

Formats and examples +

Product vision

“We know what we’re building this year. We don’t know where the product’s going.”

A workshop for your leaders and product team, working back from the customer. Then your team writes it up.

You leave with: A written product vision the whole team can explain.

Formats and examples +

Strategy offsite

“Everyone has a different idea of where we’re going.”

A day or two with your leadership team to agree one direction, and write it down.

You leave with: A short written strategy your leaders wrote together, and the first decisions that follow from it.

Try it yourself: One Page Strategy Template →, 1-2-4-All →

Formats and examples +

Product vision

“We know what we’re building this year. We don’t know where the product’s going.”

A workshop for your leaders and product team, working back from the customer. Then your team writes it up.

You leave with: A written product vision the whole team can explain.

Formats and examples +

3. Make it happen

Goals your leaders believe in, and a rhythm that keeps you on track every week.

OKR workshop and training

“We set OKRs, and nothing changes.”

I train the team, run the OKR-setting workshop with you, then stay with you for the first quarter.

You leave with: OKRs your leaders wrote and believe in, and a rhythm someone inside can run.

Try it yourself: How to Set OKRs with Your Team in a Week →, OKR Cheat Sheet →, The Leader’s OKR Guide →

Formats and examples +

Operating rhythm (weekly business review)

“The leadership meeting is status updates, and every week feels like a fire drill.”

A weekly review of the few numbers that matter, and a leadership meeting that makes decisions. I sit in on the first few, then hand over.

You leave with: Meetings that each have a job, a metrics sheet with an owner for every number, and someone inside running it.

Try it yourself: Weekly Business Review →

Formats and examples +

Run the quarter

“The quarter starts with energy and ends in a scramble.”

A kick-off where everyone knows their part, a mid-quarter check, and a short retrospective so the next quarter goes better.

You leave with: A quarterly rhythm your team can run on its own.

Try it yourself: Quarterly Plan Template →

Formats and examples +

Who owns what

“We’ve grown, and nobody’s sure who owns what.”

We map the decisions and work that matter, agree who owns each one, and decide what the team needs next: who to hire, what to change, what to stop.

You leave with: A written who-owns-what, and a hiring and structure plan you agree on.

Formats and examples +

OKR workshop and training

“We set OKRs, and nothing changes.”

I train the team, run the OKR-setting workshop with you, then stay with you for the first quarter.

You leave with: OKRs your leaders wrote and believe in, and a rhythm someone inside can run.

Try it yourself: How to Set OKRs with Your Team in a Week →, OKR Cheat Sheet →, The Leader’s OKR Guide →

Formats and examples +

Run the quarter

“The quarter starts with energy and ends in a scramble.”

A kick-off where everyone knows their part, a mid-quarter check, and a short retrospective so the next quarter goes better.

You leave with: A quarterly rhythm your team can run on its own.

Try it yourself: Quarterly Plan Template →

Formats and examples +

Operating rhythm (weekly business review)

“The leadership meeting is status updates, and every week feels like a fire drill.”

A weekly review of the few numbers that matter, and a leadership meeting that makes decisions. I sit in on the first few, then hand over.

You leave with: Meetings that each have a job, a metrics sheet with an owner for every number, and someone inside running it.

Try it yourself: Weekly Business Review →

Formats and examples +

Who owns what

“We’ve grown, and nobody’s sure who owns what.”

We map the decisions and work that matter, agree who owns each one, and decide what the team needs next: who to hire, what to change, what to stop.

You leave with: A written who-owns-what, and a hiring and structure plan you agree on.

Formats and examples +

How it works

Every session ends with decisions, written down.

Before the session

I talk to your people first

Short 1:1s with the leaders who’ll be in the room, so we start with what’s really going on.

Half a day to a few days

The session

In person or online. We work on the problem until the decisions are made.

Afterwards

Written down, then handed over

Your team writes up the strategy, the OKRs and the documents, with my help. Then I hand the process over.

Most clients add coaching for the CEO or key leaders alongside a workshop, so the change sticks between sessions. If you want support for a quarter too, we can add it.

Book a Clarity Call

20 minutes. Free. Confidential.

Who you’ll be working with

I spent six years at Google, then two at Amazon, where I led a 100-person organisation. Since then I’ve worked with leadership teams from startups to business units of global companies, as a coach, facilitator and trainer.

I design and run every session myself.

More about me

Frequently asked questions

Both. Offsites usually work best in person. Training and shorter sessions work well online.

Yes. A keynote, a webinar, a panel, a fireside chat, a lunch and learn or a Q&A, on its own or as part of a bigger piece of work.

Yes. Most sessions are a mix of these. Tell me the problem and we'll design around it.

Yes. That's the aim. I hand over the process and the templates.

No, because every session is different. We agree the scope first, and you get a clear price before anyone commits.

No. I help leaders decide what AI means for the business. For tools and technical training, you'll want a specialist, and I can suggest where to look.

A workshop solves a problem in days and leaves you with something written down or a skill trained. Coaching changes how someone works, over months.

Still have questions?Send me an email. I read and answer every email myself. No bots. No VA.

richard@richardrussell.co