WHAT WE DO
Engagements
Six offers anchor the practice.
Each engagement starts with the same first step. A conversation about what's prompting it. The right offer surfaces from there.
WHAT IT IS
A focused three-week engagement. Six to eight confidential stakeholder interviews. Document and decision-rights review. A synthesis and findings session with the sponsoring executive, followed by a readout to the leadership team or governance body.
The diagnostic earns the right to recommend what comes next. Some lead into a sprint or coaching engagement. Some surface a clean answer the leadership team can carry forward without further outside involvement. That outcome is part of the design.
WHEN IT FITS
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When a reorganization hasn't fully settled.
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When a new CHRO, CEO, or board chair is in seat and the team that came with the seat needs an honest read.
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When decision velocity has visibly slowed and no one has put a clean finger on why.
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When a board or sponsor is asking questions the leadership team hasn't been able to answer cleanly.
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When the stated problem has started to feel like a placeholder for something underneath.
WHAT YOU LEAVE WITH
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A written Executive Findings Brief, eight to twelve pages, in plain language.
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An Organizational Clarity Map showing where execution drag is being absorbed.
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Recommended intervention priorities, sequenced and scoped — including, when appropriate, the recommendation to do nothing further from the outside.
WHAT IT IS
A six-to-eight-week facilitated engagement built around three to four working sessions and individual coaching conversations between them. The work focuses on the operating contract among the people running the company — decision rights, accountability, meeting architecture, and the way disagreement happens in this team.
Not a retreat. Not a culture exercise. A working reset of how the team actually operates together.
WHEN IT FITS
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After a diagnostic has pointed here.
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After a leadership change has assembled a team that hasn't operated together before.
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Post-merger or post-acquisition.
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When a board has named executive team effectiveness as a value-creation lever.
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When the team has had enough offsites and what's needed is something that actually changes the operating norms.
WHAT YOU LEAVE WITH
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A written Leadership Operating Agreement the team signs and refers back to.
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A Decision-Rights Map.
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A Meeting Architecture Brief.
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A 60-day check-in to test whether the agreements are holding.
WHAT IT IS
The largest engagement Quay takes. A two-to-six-month working redesign of how an organization makes decisions, holds accountability, and absorbs growth.
The work runs in three phases:
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Diagnostic and case for change
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Design with the leadership team
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Sequencing and rollout with the first ninety days of operating support.
The deliverable is not a deck. It is an operating architecture the leadership team can run.
WHEN IT FITS
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When a diagnostic has confirmed that the structural shape of the organization — not the behavior of its leaders — is the binding constraint.
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When a recent acquisition has stitched together operating cultures the integration work hasn't yet reconciled.
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When growth has outpaced the architecture the company was built on.
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When a board or sponsor has called for structural change and the leadership team needs help making the call honestly rather than reactively.
This engagement is recommended after a diagnostic. Quay declines this work when the actual issue is leadership behavior dressed up as a structural problem. That work belongs in coaching or an alignment sprint.
WHAT YOU LEAVE WITH
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A written Organizational Design Brief making the case for change in plain language.
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A Decision-Rights Architecture with worked examples.
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An Operating Cadence Brief covering governance, meeting architecture, and decision flow.
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A phased rollout plan with named owners and dates, and the first ninety days of operating support after the rollout begins.
WHAT IT IS
Coaching engagements are packaged by depth, not by the hour. The work begins with stakeholder interviews for senior leaders, a goal-setting session with the leader and (when applicable) the sponsoring executive, and a working cadence calibrated to what the engagement needs. Sessions are confidential. Asynchronous access between sessions is part of the work.
Two tracks:
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For C-suite executives and their immediate peers
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For senior leaders below the C-suite.
The discipline is the same. Only the depth of work and engagement size differ.
WHEN IT FITS
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For a newly-promoted executive stepping into a materially larger seat.
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For a leader inside an organization facing significant change — post-acquisition, IPO, succession, a board transition.
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For a leader identified by a board or sponsor as needing senior, customized coaching support rather than generic development.
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For a high-potential leader whose organization is investing in stretch development at the right altitude.
WHAT YOU LEAVE WITH
A leader who can read their organization more accurately, decide more cleanly, and stay grounded under conditions that previously cost them disproportionate energy.
Engagements close with a written reflection memo and an actionable development plan the leader carries forward on their own.
WHAT IT IS
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A single, up to ninety-minute executive consultation.
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A short written intake before the session.
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A written summary after, naming what was decided or surfaced, and any recommended next steps.
Available as a single session or as a small package — three sessions used flexibly over six months.
WHEN IT FITS
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When a leader is mid-decision and needs a sounding board outside the company.
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For a newly-hired executive in their first ninety days, before a coaching engagement is formally sponsored.
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For a founder facing a single hard conversation — a peer to let go, a board escalation, a crisis to navigate.
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For an executive who has worked with Quay before and needs one tune-up between formal engagements.
WHAT YOU LEAVE WITH
Clarity about what to do, and the written summary to refer back to.
Spot coaching is not a funnel to a longer engagement. Many spot conversations end as one conversation; some open the door to more.
WHAT IT IS
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A direct working relationship with one executive on the leadership team and organizational decisions that benefit from a thinking partner outside the building.
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Two scheduled monthly working calls.
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Ad-hoc time for time-sensitive decisions.
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Asynchronous access between calls.
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Quarterly on-site visits where geographically feasible.
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Document review on the leadership artifacts that matter — talking points, board memos, executive communications, succession plans.
Not coaching. Not a consultant on retainer. A senior advisor on call.
WHEN IT FITS
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When a CHRO, CEO, or PE operating partner has an ongoing need for counsel on the decisions no one inside the building is positioned to be honest about.
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When the executive has worked with Quay before and the relationship is the right shape for ongoing work.
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When the operating context is changing — a new seat, a recent acquisition, an upcoming inflection — and the leader wants a steady hand close to the work.
WHAT YOU LEAVE WITH
The structural answer is decisions that move. The texture is a relationship the executive can rely on for the duration of the engagement and beyond.
Retainers typically run on an initial six-month term and convert to month-to-month thereafter.