About Ben
Building leaders who last.
Operating Experience Meets
Executive Coaching
I've spent my career in two worlds: inside fast-growing companies, and alongside the leaders running them.
Before coaching, I served on executive teams of companies scaling rapidly — navigating the pressure, the pivots, and the people decisions that come with growth. I've been part of three startups and helped build organizations from early stage through significant scale.
That operating experience shaped how I coach. I understand what it feels like to sit in the seat. The weight of the P&L. The loneliness of the hard calls. The gap between the leader everyone sees and the one who shows up at 2am with the questions that don't have easy answers.
For nearly five years, I've worked one-on-one with CEOs and family offices — leaders running everything from $10 million companies to $3 billion enterprises. The industries vary widely: venture capital, medical devices, food and beverage, global nonprofits, music, cattle. What stays constant is the work: helping leaders become the kind of people who can navigate whatever comes next.
I proudly serve as Managing Partner at Cornerstone Coaching, a firm that's been pioneering CEO coaching for over 30 years.
With Cornerstone, I deploy over 100 proven tools and frameworks developed across three decades of working with CEOs, business owners, and entrepreneurs. That depth of resource — combined with my own experience — allows me to design coaching engagements that are genuinely tailored to each leader's world.
How I Think About Coaching
Formation, Not Epiphanies
Most leadership content promises transformation through insight—the right idea at the right time that changes everything.
I don't believe that's how change actually works.
Real transformation comes through formation: the sustained, intentional work of identifying what matters most and weaving it into how you lead, decide, and live. Not once, but repeatedly, over months. That's why my engagements are 12 months, not 12 sessions. Ideas don't stick until they're practiced.
Expert in the Role, Not the Industry
I'm not an industry specialist. I don't pretend to know your market better than you do.
What I do know is the role of the CEO. What great CEOs do at $25 million versus $250 million versus $2.5 billion—because those are very different jobs. How to manage a P&L. How to cast vision. How to build an executive team that can scale. How to know when the people who got you here can't get you there.
That's the expertise I bring.
I'd Welcome the Chance to Connect
If you're in a season where outside perspective and partnership would help, I'd love to hear what you're navigating.