WHAT WE DO
Engagements
Six offers anchor the practice.
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
-
When a reorganization hasn't fully settled.
-
When a new CHRO, CEO, or board chair is in seat and the team that came with the seat needs an honest read.
-
When decision velocity has visibly slowed and no one has put a clean finger on why.
-
When a board or sponsor is asking questions the leadership team hasn't been able to answer cleanly.
-
When the stated problem has started to feel like a placeholder for something underneath.
WHAT YOU LEAVE WITH
-
A written Executive Findings Brief, eight to twelve pages, in plain language.
-
An Organizational Clarity Map showing where execution drag is being absorbed.
-
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
-
After a diagnostic has pointed here.
-
After a leadership change has assembled a team that hasn't operated together before.
-
Post-merger or post-acquisition.
-
When a board has named executive team effectiveness as a value-creation lever.
-
When the team has had enough offsites and what's needed is something that actually changes the operating norms.
WHAT YOU LEAVE WITH
-
A written Leadership Operating Agreement the team signs and refers back to.
-
A Decision-Rights Map.
-
A Meeting Architecture Brief.
-
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:
-
Diagnostic and case for change
-
Design with the leadership team
-
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
-
When a diagnostic has confirmed that the structural shape of the organization — not the behavior of its leaders — is the binding constraint.
-
When a recent acquisition has stitched together operating cultures the integration work hasn't yet reconciled.
-
When growth has outpaced the architecture the company was built on.
-
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 alignment sprint.
WHAT YOU LEAVE WITH
-
A written Organizational Design Brief making the case for change in plain language.
-
A Decision-Rights Architecture with worked examples.
-
An Operating Cadence Brief covering governance, meeting architecture, and decision flow.
-
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 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. Async access between sessions is part of the work.
Two tracks:
-
For C-suite executives and their immediate peers
-
For senior leaders below the C-suite.
The discipline is the same. Only the depth of work and engagement size differ.
WHEN IT FITS
-
For a newly-promoted executive stepping into a materially larger seat.
-
For a leader inside an organization facing significant change — post-acquisition, IPO, succession, a board transition.
-
For a leader identified by a board or sponsor as needing senior, customized coaching support rather than generic development.
-
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
-
A single, up to ninety-minute executive consultation.
-
A short written intake before the session.
-
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
-
When a leader is mid-decision and needs a sounding board outside the company.
-
For a newly-hired executive in their first ninety days, before a coaching engagement is formally sponsored.
-
For a founder facing a single hard conversation — a peer to let go, a board escalation, a crisis to navigate.
-
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
-
A direct working relationship with one executive on the leadership team and organizational decisions that benefit from a thinking partner outside the building.
-
Two scheduled monthly working calls.
-
Ad-hoc time for time-sensitive decisions.
-
Asynchronous access between calls.
-
Quarterly on-site visits where geographically feasible.
-
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
-
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.
-
When the executive has worked with Quay before and the relationship is the right shape for ongoing work.
-
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 three-month term and convert to month-to-month thereafter.