You’ve got advisors for the company. Who do you have for you?
For any CEO, founder, or senior leader carrying real weight. A standing working cadence with Ryan — up to two sessions a month, in-person intensives at the upper tiers, direct access between. Across the business, the money, the personal, and the part underneath all of it.
Most leaders have a dozen people who want something from them — and nobody who tells them the truth. This is the standing hour where the truth gets told: not to make you a better executive, but to make you better. The executive part follows. No diagnostic or assessment required.
Everyone in your company reports to someone. Except you.
Your board sees your performance. Your team sees your confidence. Your family sees what’s left at the end of the day. Each of them gets a version — and every version is doing a job. Somewhere underneath all of them is the person actually making the calls: the one who wasn’t sure about the last big decision, who’s carrying a number nobody else has seen, who hasn’t said the real thing out loud to anyone because there’s no room where saying it is safe.
That room is what this is. Not a program. Not a curriculum. A standing hour with someone who has sat where you sit — built two companies from zero and exited both, served as COO of a 275-person organization whose revenue doubled in three years, mentored more than twenty CEOs — and whose only agenda in that hour is you. You’ll be challenged. You’ll hear the thing the people around you won’t say. And you’ll leave having said things out loud you hadn’t said to anyone.
Different seats. Same missing room.
— and can feel it consuming them. Great quarter after great quarter, less and less of a life.
Someone else’s company and someone else’s executive team — performing certainty daily while privately triangulating alone.
Accountable for everything, confided in by no one — one seat from the top and somehow the loneliest chair in the building.
— who has started to notice that those two lines eventually cross.
A leader is one system — not a job title with a private life attached.
The work runs on the same four pillars every Fulcrum instrument measures.
The leadership itself: the decision on your desk this month, the executive you’re carrying, the delegation that isn’t happening, the meeting that eats your week, the conversation you keep rescheduling. If you’re the bottleneck, we work the structure until you’re not.
The person doing the leading: the patterns you repeat under pressure, the identity shift from the one who does the work to the one who builds the people who do it, and the honest look at what you’re avoiding — asked as a question, never delivered as a lecture.
In good shape — literally. Sleep, energy, recovery: the physical foundation under your judgment. Not a wellness lecture; the practical architecture that decides whether the hard call at three in the afternoon gets your best thinking or your leftovers.
The anchor. Your connection to God, the universe, or whatever you believe in. The marriage and the kids, where that’s your life. The reason you took this seat at all — and what it’s for. Leaders anchored to something bigger than the quarter make steadier calls inside it.
You don’t have to put equal effort into every area — you have to keep your attention on all of them. Pour yourself into only the company and you become its ceiling. Stay centered across all four and you get better at every one of them: a better leader because you’re a better person, better at the business because you’re not running on empty. Centered leaders build companies that last.
Four commitments that hold.
Executive coaching works the executive. Advisory works the company. This works both — plus the parts neither touches: the home, the health, the anchor. The diagnostics prove the point every week: a company’s problems and its leader’s life are never actually separate files.
Every session is 1:1 with Ryan Erickson. No junior “success coach,” no curriculum built for the average of a hundred clients, no handing you down the roster. Capacity is deliberately capped so that stays true — and when it’s full, it’s full.
The higher you sit, the less honesty reaches you — everyone around you is managing you a little. These sessions are the exception, by design. Your perspective gets challenged. Your blind spots get named. Kindly, directly, and without an angle: there’s nothing else being sold here, so there’s no reason to tell you anything but the truth.
Come through a diagnostic and the findings join the agenda. Come without one — most mentoring clients do — and the work stands on great questions and results you can feel. Any time you want score kept, the instruments are one decision away. They serve the mentoring; they were never the price of admission.
How a month actually runs.
Monthly at Founder Cadence, twice a month from Growth Cadence up. The agenda blends what’s live on your desk right now — the decision, the person, the fire — with the standing work across the four pillars, held by Ryan so the urgent never permanently crowds out the important. Clients with a diagnostic add a third source: the Findings Tracker.
Direct access for the call that can’t wait two weeks — the term sheet that arrived Friday, the resignation that landed Monday — plus review of the artifacts the work produces: the offer letter, the org design, the board memo, the hard email before it sends.
A step-back session — the quarter against your commitments, all four pillars, honestly.
The in-person intensives your tier carries (one to three days a year from Growth Cadence up), and a full review of the year.
Fifty minutes, and it has a shape.
Done, not done — and if not done, whether the blocker was capacity, clarity, or avoidance, because each gets fixed differently.
Not a status update — a working session: the delegation map for the decision you’re finally transferring; the conversation you’ve been postponing, rehearsed out loud until it’s ready; the honest hour on why you haven’t taken a real day off in two months and what that’s already costing your judgment.
The single move before next session that everything else is waiting on.
What it isn’t: a venting hour, a friendship with an invoice, or the same three problems reviewed monthly. The commitments make drift visible — to both of us.
The cadence maintains momentum. The intensives create the jumps.
From Growth Cadence up — one to three days a year by tier, on-site or away: your annual plan rebuilt with a whole day and no phone; the succession map worked with the actual org chart on the wall; the pre-board war room; or, when you want it, a day with your leadership team in the room, where the gaps get worked in person instead of described. Travel is a pass-through per firm terms.
Available at every depth. Required at none.
The free assessment — a scored starting picture across the four pillars, self-administered in an evening.
A single instrument where the work concentrates — an EVRI™ read when vitality is the question, a Founder Dependency baseline when delegation is.
A complete diagnostic, with the Findings Tracker joining the agenda and re-scores keeping both of us accountable to the same numbers.
Clients who came for the conversation often add measurement later — usually the month they realize they want proof the work is working. It’s there when you do.
Four cadences. From $2.5K/month.
Tiers are keyed to the scope of what’s in the room — the size of the company and leadership system the mentoring carries — not to your title, and not to whether a diagnostic was run. Founders, CEOs, presidents, and C-suite leaders are all welcome at every tier. Pricing is from-rates; final scope per relationship.
No intensives
1 day/yr intensive
2 days/yr (1 with exec team)
3 days/yr intensive
No diagnostic required. One standard of work.
Most mentoring clients have never run a Fulcrum assessment. Come for the leadership work, the issues on your desk, and the whole-person work across the pillars — the sessions run on great questions, the same discipline the assessments are built from.
If you’ve run one, the findings join the work: the Findings Tracker sets part of the agenda and the instruments can be re-run to keep score. The measurement deepens the mentoring; it was never the price of admission.
The questions leaders actually ask.
No — any CEO, founder, or senior leader. The tier names track company scale, not your title; a hired CEO, a president, or a C-suite leader carrying real weight belongs here exactly as much as an owner does. Roughly the same seat, the same missing room.
No. Most mentoring clients never have. Come for the leadership work and the whole-person work; the instruments are available whenever you want score kept — the free assessment is a fine zero-cost baseline if you’re curious.
It’s mentoring in the older sense of the word: a standing 1:1 with someone who has operated at your level, working your leadership, your decisions, and your life as one system. It borrows measurement from the diagnostics when you want it. And it is not therapy — where the work touches something that needs a clinician, we’ll say so plainly.
Whatever is live, held inside the four-pillar frame so the urgent never permanently crowds out the important. One month it’s a pricing call and a difficult board member; another it’s your sleep, your marriage, and the fact that you haven’t made a decision you’re proud of in a quarter. It’s all one system. That’s the point.
The Purpose pillar meets you in your own terms — God, the universe, your family, the reason you lead. The anchor is the work, not the vocabulary. Nothing is prescribed; everything is asked.
You reach out. Between-session access exists for exactly that. What it isn’t is a standing daily channel — the cadence protects the depth.
Month-to-month terms exist so the work has to earn its renewal — and we’ll say it first if we see it first. For clients keeping score with the instruments, the re-measures settle it before anyone has to argue.
No — they stack. The Mirror answers questions from your diagnostic any day at $2K/month; mentoring is the human partner working the decisions and the life with you.
You’ve had the plan before. You’ve had the burst of energy before. What you haven’t had is a standing room with someone whose only agenda is you — the leader, the person, the whole thing — holding the work steady until it holds itself.