A six-month program for rising leaders
You got promoted for being excellent at the work.Nobody mentioned the job would stop being the work.
A toolkit you keep, eight peers who stay close, an hour with me every month, and growth you carry into every job after this one. Deliberately mixed across industries.
For those who lead, roughly eight to twelve years in. Eight per group. The next cohort runs October through March.
If any of this is your week, this program might be for you
- Promoted past people who wanted itYou've just been promoted over three people who wanted the job.
- Now managing your old peersYou're managing people who were your peers last quarter.
- No authority, still accountableYou need three other teams to move and none of them report to you.
- "Be more strategic"You keep being told to be more strategic and nobody will define it.
- Presenting to executivesYou present to the executive team and can't tell whether it landed.
- Selling a plan you inheritedYou inherited a plan you don't believe in and have to sell it anyway.
- Labelled difficultSomeone senior has decided you're difficult.
- Outgrown your bossYou've outgrown your boss and there's nowhere obvious to go.
- Youngest in the roomYou're the youngest person in the room and it's costing you airtime.
- Asking for real moneyYou want considerably more money and every script you've read makes you cringe.
These are what the group actually works on. Not leadership in the abstract — the specific thing on your calendar for Thursday.
Who runs it
Seven chief executive seats.
- Served on and chaired more than a dozen boards
- Fifteen-year YPO member
- Trained in the Enneagram, Conscious Leadership, ACT and CBT
Twenty-five years running, scaling and selling companies — Nathan Sports, Penguin Brands, Boston Proper, Soft Surroundings, Francesca's — and chairing the boards on the other side of the table. At Nathan Sports we went from struggling to 47 countries and eighty percent of the global market.
Battle wounds, and plenty of stories. When private equity owns an asset and can't work out what to do with it, I'm one of the calls they make.
I've been in most of the situations at the top of this page, and handled some of them badly. Nobody sat me down and explained them either.
For years this work has been private — CEOs, executive teams, the call people make when something has gone sideways. Alongside it, decades on the harder question: what actually changes a leader, starting with myself. Building the next set of them is the most useful thing I know how to do with what I have collected, and the best way I know to serve.
Here's what I believe. Congruence is the whole of it. When what you say and what you do are the same thing, you move faster and leave less wreckage. When they are not, no strategy survives the gap — and the culture you build outside turns out to be the one you were carrying inside all along.
Scarcity is not the natural order. Most of what gets called a constraint is fear with a business case attached. And worth was never the thing being measured — a title tells you where you sit, not what you are worth, and the leaders who know the difference decide more cleanly.
I'm not here to be an inspiring story. I'm here so you collect fewer of the same bruises, with tools you'll still be using in ten years.
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How six months works
Monthly forum, ninety minutes
Eight people, the same eight for the full six months. Two bring a live situation each session; the rest question it properly before anyone offers advice.
One to one with me, every month
An hour on whatever you can't say in front of seven peers. Comp, a boss, an offer, a decision to leave.
One tool per session, taught properly
We take one of the tools, I show you how it works, and you leave with the actual document.
A working brief, and someone who holds you to it
One specific thing to go do before we meet again — a conversation to have, a number to ask for, a plan to put in writing. You're paired with someone in the group who checks in halfway. Pairs rotate every two months, so by March you've worked closely with three of them.
A live thread, and a group that outlasts it
The room doesn't close between sessions. Eight people is small enough that the thread stays useful rather than becoming noise, and you can put a question into it on a Tuesday afternoon and have three answers by evening. March ends the sessions, not the group — these are people you'll still be calling long after.
A forum on its own won't teach you the mechanics. So you leave with the tools too.
Nobody sat me down and explained any of this. You leave each session with a working tool — a template, a script, a method you use once and keep — and with the working norms that make it hold.
The tools are half of it. The other half is looking honestly at your own part in the situation, which is the harder half and the reason the tools stick. What follows are examples of the kind of thing we work through, not a fixed syllabus.
- Getting things done through people who don't report to youThe one skill that separates a director from a senior manager.
- "Be more strategic" — what they actually meanDecoded into three things you can start doing on Monday.
- The numbers that govern your teamNot the finance version. The four you're accountable for.
- A ninety-day plan that survives your bossWritten so it can't be quietly rewritten around you.
- The one-page memo that gets a decisionStructure, length, and what to leave out.
- Managing up to people three levels above youWhat an executive is listening for, and what makes them stop.
- Running a meeting where something is decidedWho speaks when, and how you close it.
- Asking for moneyThe script, and the timing that matters more than the script.
- The first time you have to let someone goThe conversation, and the two weeks either side of it.
- Telling whether you're being developed or parkedThe signals, and what to do about each.
Frameworks are everywhere. What you cannot download is the conversation you are dreading, or your own part in why it is stuck.
You can't lead what you haven't faced in yourself.
The terms
- Size
- Eight per group
- Dates
- Six months, October through March
- Forum
- Ninety minutes, monthly
- 1:1
- One hour with me, monthly — six in all
- Between sessions
- A rotating partner, and a live group thread
- Tools
- One per session, yours to keep
- Selection
- A conversation with me; groups built on dynamics
- Fee
- An investment of your time and your money, discussed on a call
Who it's for
Those who lead, roughly eight to twelve years into the work. Title is not the point — you are excellent at the work itself, and the next stretch of the job is asking for something the work never asked for.
No industry requirement. If you're the person your company keeps handing the harder problem to, that's the signal.
What I screen for is curiosity, follow-through, and a real willingness to look at your own part in things. Not seniority.
Then I compose the group. Eight people chosen deliberately — who will push you, who you may rub against, who will be critical to your journey. Twenty-five years of building teams goes into that, along with the work I have done in the Enneagram, conscious leadership, ACT and CBT. This curation is part art, part science, and a large part of why it works.
Questions people ask
- Are the groups arranged by industry?
- No. Each room is composed deliberately — skill, demeanour, and the handful of other things that decide whether eight people actually work together. That judgement comes from decades of building teams, not from a spreadsheet of job titles.
- What do I get from people outside my industry?
- A read and a mirror from people with no stake in your assumptions. They ask the question your colleagues stopped asking a long time ago. It doesn't mean nobody in the room shares your industry — most likely someone will.
- What if I don't think I'm getting value?
- You get your money back, after a conversation with me about why.
- Is there a certificate?
- No. This isn't built to impress anyone — though how you show up might. It's built to leave you with practical tools, mindsets and ways of leading that hold up wherever you go next.
- How much time does it take?
- Ninety minutes in the forum and an hour with me each month, so two and a half hours scheduled. The working brief takes whatever it takes; that is the part that does the work.
- What does it cost?
- It is an investment of your time and your money. We will talk about the investment on the call, once we have a better sense of whether this is right for you.
- Is there a title I need?
- No. It is built for those who lead, roughly eight to twelve years into the work — director, VP, or none of the above. If that is you, apply and say so. I read every one myself.
- When does it start?
- October, and it runs through March.
What people say
“The person I call when I don't know what to do.”
“She reflects back your truth in a way that makes you want to be better.”
“Bridgit isn't a coach. She has been in the seat so many times that what she brings is lived and practical, and that is priceless.”
“She brings joy and rigor in equal parts.”
“She doesn't react. She actually regulates the room.”
“Every time I am in the room with Bridgit I pick up something I can use — not only in my professional life, but in my personal life.”
“She has the ability to see you fully, which makes all the difference in the world.”
“Working with Bridgit over the last three years has made me not only a better leader but a better human being. I feel extremely grateful to have had the opportunity.”
“Bridgit has a way of sharing really practical ways of addressing things that land for me.”
Three ways in
Short application, then a conversation with me. I read every one myself, and I build each group deliberately — so it takes a little time.