STRATEGIC ADVISORY & EXECUTIVE COACHING
Helping leaders think clearly when the stakes are high
I work with founders and CEOs of established companies who need a trusted thinking partner for growth, acquisitions, leadership challenges, and company exits.
Many of the leaders I work with are also navigating the opportunities and challenges that come with ADHD.
Dan Henderson
Founder • M&A Executive • Venture Capital Investor • Executive Coach
30
YEARS OF EXPERIENCE
24
M&A PROJECTS LED
7
SUCCESSFUL EXITS
WHERE I FOCUS
Situations where I'm most often helpful
Growing the business
Scaling a business requires more than working harder — it means getting the strategy right, building the financial discipline required to scale, and evolving how you lead. Many founders reach a point where being involved in most decisions starts to limit what's possible. I work with leaders who are ready to build the team and structure that gets them to the next level.
Preparing to exit or step back
Many founders who want to exit aren't sure if their company is sellable. I help them understand what buyers look for, what increases enterprise value, and what has to change to make a transaction realistic. That often includes reducing founder dependence, strengthening the leadership team, and — for many founders — working through what comes next personally and professionally.
Navigating a transition without a clear playbook
Some of the most consequential moments happen after a sale, after leaving a major role, or while deciding what to build next. The situation varies, but the underlying challenge is usually the same — something fundamental has shifted and the path forward isn’t obvious. I help leaders think clearly about what comes next.
30
YEARS OF EXPERIENCE
24
M&A PROJECTS LED
7
SUCCESSFUL EXITS
14
BOARD POSITIONS HELD
22
INVESTMENTS AS LEAD INVESTOR
$300M+
COMBINED INVESTMENT VALUE
HOW I WORK
Three ways I work with leaders
WHAT LEADERS SAY
Trusted by founders who've been through it
ENGAGING WITH ME
How engagements typically work
Most of my work involves ongoing advisory or coaching relationships with founders and CEOs. Every engagement is different — here's what they typically look like.
01 — Structure
Monthly retainers
Engagements are structured as monthly retainers and begin with a minimum commitment of several months — enough time to build trust and make meaningful progress together.
02 — Cadence
Every two to three weeks
We typically meet every two to three weeks. Between sessions, I'm available for brief calls or messages when a quick sounding board is helpful — decisions don't always wait for scheduled calls.
03 — Transaction Mode
When things move fast
When a deal is live — an acquisition in process, a term sheet on the table, a high-stakes negotiation underway — the engagement shifts. I'm available more intensively, move quickly alongside you, and the retainer reflects that.
04 — Focus
Advisory, coaching, or both
Some leaders engage me primarily for executive coaching. Others work with me as a strategic advisor on major business decisions. Many find that the line between the two is blurrier than they expected.
Not every engagement is ongoing — I also work with clients on fixed-scope projects. If that's what you're exploring, let's talk.
BEYOND THE INDIVIDUAL
Sometimes the work
expands to the
whole team
LEADERSHIP TEAM DEVELOPMENT
Individual coaching and advisory work often reveals something the founder already suspects — that the challenge isn't theirs alone to solve. The team that got the company to where it is may be struggling to communicate clearly, pulling in different directions, or hitting a ceiling that no amount of individual effort will break through. These are the moments when working with the leadership team as a whole — not just the person at the top — makes the difference.
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When I see those patterns in my work with a founder or CEO, I'll say so. And when it makes sense, I'm equipped to take the work further — facilitating leadership discussions, team workshops, or offsite sessions that build on the deep context I already have from working inside the organization.
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