Founder Gravity Advisory: Frequently Asked Questions

This usually means the business has hit Founder Gravity, the pull that brings authority and accountability back to the founder as the business grows, no matter how capable the team underneath has become. The work is getting clear on who owns what, putting guardrails around it, and cutting what still comes back to you.

This work is likely relevant if:

• your business is growing but decisions are slowing
• capable leaders still bring you decisions instead of making them
• things only move when you're available
• you're still doing work because nobody else owns it

If you're looking for motivation, mindset work, or leadership coaching, this will feel uncomfortable, and it's probably not the right fit.

You're likely ready if you already have a leadership team in place, too many decisions still come back to you, and your leaders have titles without full ownership.

You're probably not ready yet if you don't have a leadership team, if you're still the only person capable of running the business, or if what you need most right now is more leads.

For a quick read, the six-question check on the homepage shows which part of the business is pulling authority back to you.

The Founder Gravity Diagnostic is a free 30-minute call. Before you pick a time, you answer a few quick questions, including your revenue and the decision still stuck with you, so I come prepared.

On the call, we find what's still landing on you and why. You leave with one first priority: the area of decisions to hand over first.

If the advisory isn't the right fit, I'll tell you.

Six months of fortnightly sessions with you and the leaders taking over the decisions, plus support between sessions on whatever is live that week. You work with one person who knows the whole picture.

Commercially, you end up with:

• Numbers you can see: a simple scorecard with an owner on each number, so you know what is working and where the risk sits without digging in.
• Ownership agreed in writing: who can hire and fire, who can spend and up to how much, and which client problems a leader fixes without you.
• Roles built around outcomes: each leader owns specific results, measured against where the business was last year.
• Clear rules on margin and spend, so the business does not depend on your judgment to hold the line.
• Your time back for direction: growth, key clients and the next move.

The test is the Founder Freedom Test: take a full week off, phone off, and see what still lands on your desk. The Services page has the detail.

Fortnightly sessions over six months, working directly with you and the leaders taking over the decisions. You get support between sessions on whatever is live that week.

Inside the six months, we find where the business still depends on you, agree in writing who owns which decisions, get the leadership team operating properly, and track what stops coming back to you. The detail is on the Services page.

Less comes back to you. Ownership gets clear, leaders know what they can decide without checking with you, and the team runs things while you're away.

In practice, projects keep moving when you step away. You stop being the bottleneck and get your time back for direction instead of execution.

Commercially, the results are the ones that follow when the business stops waiting for you: decisions and quotes move faster, leaders own their numbers, margin and cash are visible, and you can step away without revenue dropping.

One client's revenue went from $1.6M to $4.5M in a year, with net profit at 49%, nine points above his own target. That is one client's result, not a promise, and results vary by business. Read the full story.

The defining result: the business stops waiting for you.

Executive Advisory is neither. Coaching focuses on personal development and mindset. Consulting typically delivers analysis and recommendations. Advisory works on how the business actually runs: who owns what, what keeps coming back to you, and how often you check the numbers.

The aim is movement.

20 years of operating experience, including senior leadership across Australia, North America and Europe: full P&L ownership, former COO roles in complex service businesses, and more than 2,500 hours working directly with founders.

I'm also an ICF Executive & Team Coach (used as methodology, not identity) and hold Certified Chair credentials, the governance side of this work, not just the advisory side.

In short: you work with someone who has carried the responsibility you're carrying.

Yes. I work with the leaders who now hold the decisions, alongside you, and with the next-gen leaders inside these businesses. The sessions include them so the authority moves to them properly.

Mentoring provides perspective and advice. Advisory provides structure and intervention. I use mentoring selectively when experience is helpful, but the core of this work is fixing what's slowing the business, not simply discussing it.

Calm, direct, and commercially grounded. I don't motivate, hype, or micromanage. I ask the questions founders tend to avoid: who owns this, what is still coming back to you, and whether that is because the business needs you or because it is uncomfortable to let go.

Expect candour and practical momentum.

Yes. If you want anything specific to your situation covered before we start, raise it when you book or on the call.