Situations I recognise
You built something real. Now you're leading it and the job keeps changing.
What worked in the early days starts to work against you. The way you made decisions, the standards you set, the way you stayed close to everything made sense when the business was smaller. Now it creates bottlenecks, frustration, and a growing sense that you might be the constraint.
You don't need a coach with a framework. You need someone who's been there, who will engage with the specifics, and who will tell you what they actually think.
There are two ways to start. A short free conversation to see if it's a fit — or a Clarity Session if you want something more substantial straight away.
For the technical leader
You're not sure what your job is anymore
The title hasn't changed but the role has. You're either doing too much of the wrong thing, or you've stepped back and it does not feel right either. The technical work is still where you feel most capable, but you're not sure you're allowed to enjoy it anymore.
Underneath it all is a simple question: what should I actually be focusing on?
Delegation keeps breaking down
You've tried. The work comes back wrong. You redo it. Or you've quietly stopped handing things over because it feels easier to do it yourself.
Quality slips as the team grows and you cannot be everywhere. The problem usually is not the people. It is something harder to name. That is where the real work starts.
There's a conversation you keep deferring
With a co-founder, a direct report, a board member, or a customer. You know it needs to happen. You have been finding reasons not to.
The cost of waiting is increasing. You know that as well.
You're about to make a significant structural decision
Hiring a Head of Engineering. Restructuring the team. Changing how decisions get made at the top.
It feels bigger than it should. You are not sure whether your instincts are sound or whether you are too close to it.
Sometimes you need someone experienced to think it through with before you commit.
You're carrying more than the role requires
The stress. The second-guessing. The sense that you are the one holding it all together.
Some of that is the job. Some of it is not. The line between the two is worth finding.
For the co-founder, investor, or CEO/MD
Something is off and you cannot quite name it
The business is growing and the team is working, but something in the technical leadership is not landing as it should.
You are not sure whether it is a capability issue, a structural one, or something more personal. You want an experienced outside perspective before deciding what to do.
You can see the problem more clearly than the person in it
You can see the patterns. The avoidance. The decisions that are not being made.
But you are not well placed to say it directly, or it has not landed when you have tried.
A trusted third party, without agenda, can sometimes reach someone in a way those closest to them cannot.
You want support that is discreet and does not create dependency
You are not looking for a programme or a coaching engagement wrapped in infrastructure.
You want someone experienced who will work quietly alongside a leader, help them think clearly, and step back when the work is done.
What clients say
Working with David has given me stronger confidence in my own judgement. The combination of validation, support and challenge has helped me stay true to my opinions and lead with greater conviction.
David has a rare ability to work across a leadership team and quickly understand where the real problems are. He brought clarity and accountability to people who needed it, without the baggage of being another executive coach. He is more trusted advisor than anything else.
Get in touch
If any of this is familiar, a short conversation is the easiest place to start — no commitment, just a chance to see if it's a fit. Email me at david@sevaconsulting.net and we'll find a time.
Or if you'd prefer something more concrete straight away, take a look at the Clarity Session.
You can also find me on LinkedIn.