Six-month executive coaching engagements built on RE:CODE™ — a proprietary methodology that has added ₹32 crore to client compensation and a 5.8-month median promotion window.
A three-conversation diagnostic comes first.
Coaching is a long instrument. Six months of one-on-one work, plus a stakeholder cycle, plus systemic behaviour change. Before either side commits, we have three conversations. They are unpaid, unscripted, and structured.
The first conversation diagnoses the real problem — which is rarely the problem the leader names in the first ten minutes. The second tests whether the surfaced problem can be moved by behaviour change inside a six-month window, or whether the right answer is a different intervention. The third agrees on the seven to twelve stakeholders whose perception will measure progress, and the OKRs we will hold against.
Around one in three of these diagnostics ends without a coaching engagement. That is a feature, not a failure — it is why the engagements that do begin tend to finish.
RE:CODE™ — six sprints across six months.
Every engagement runs the same six-step arc. The work inside each step is bespoke — but the cadence is fixed, so the leader and the stakeholders always know which conversation is next.
Diagnose
Three-conversation pre-engagement. The real problem, the right intervention, the seven-to-twelve stakeholder map.
Lock OKRs
Six-month outcomes, weighted on compensation, promotion, retention, or effectiveness — never on intent.
Sprint One
Months 1–2. Behavioural change in two named domains. FeedForward feedback loops with the stakeholder set.
Sprint Two
Months 3–4. Stakeholder feedback cycle one. The first measurable shift in perception is captured.
Sprint Three
Months 5–6. Lock-in via systemic redesign — the leader's calendar, decision velocity, and team architecture all move.
Measure
Stakeholder feedback cycle two. The OKR scorecard is reviewed against the locked baseline. Outcomes are documented.
Three kinds of leaders. Three different conversations.
Senior leaders in transition
VPs and Directors with a 12–24 month runway to SBU Head, Country Head, or CXO. The work tends to centre on behavioural domains the leader has avoided — stakeholder politics, decision velocity, the redesign of their own calendar.
Sample: A Pharma VP rebuilding sales leadership after an acquisition.
Boards and governance buyers
CHROs, CEOs, and Independent Directors sourcing coach-grade development for individuals or cohorts. Engagements typically span six to twelve leaders running in parallel, with a quarterly board-readable scorecard.
Sample: A 12-leader cohort at a Fortune 500 GCC capability hub.
Upcoming leaders with CEO potential
Senior Directors and VPs with ten to fifteen years of experience and the trajectory to step into CXO roles in the next 24 months. The work tends to surface what they have been competent at but never named — strategic patience, the discipline of holding decisions, the relationship between their own ambition and the organisation's narrative.
Sample: A PMO Lead in IT services who arrived saying she wanted to develop new skills, and left having named the question she had been carrying for two years.
Four chemistry sessions. Four moments the work began.
A promotion he had been overlooked for twice.
He arrived with a list — communication, executive presence, the promotion. I asked him a question that wasn't on the list: When did you last feel genuinely proud of something — not relieved, not validated. Proud. He paused. Three weeks earlier, he had closed a large deal solo in Thailand. He had filed the report and moved on.
We didn't talk about the promotion for three months. By then, he'd stopped needing to.
The five-year plan in the notebook.
He told me his goals in the first two minutes. Not described — listed. Target role (CFO), timeline, exact compensation figure. I thanked him and set it aside. Tell me about the role you're in right now. He talked for eighteen minutes. Then I said: you spent eighteen minutes describing a job that doesn't fit, and two minutes describing the one you want.
The CFO question turned out to be simpler than he'd made it. The actual question was about the eighteen minutes.
A skill list rehearsed in the car.
She said she wanted to develop new skills. Communication. Stakeholder management. Strategic thinking. Nine years at the same organisation. Three rounds of restructuring. When did you last feel genuinely excited about something you were working on? Long pause. I don't remember. And then: That's a bad sign, isn't it. It wasn't a question.
By the end of the call, she had said out loud something she had been carrying for two years without a name for it. Having a name for it was the first change.
Seventeen years inside a company that was failing.
Not dramatically. Steadily. Leadership had changed three times in the last decade. The current CEO had promised investors what the business couldn't deliver. Why are you still there? He gave me a governance answer. Then a financial one. Then he stopped. Seventeen years. He had built something there. We spent the rest of the call on one question.
What does loyalty cost when what you're loyal to has changed shape? He had never been asked that directly. He needed to be.
Excerpted and lightly adapted from The Coaching Room — True stories from the hour that changes everything. Every conversation happened. Every detail — names, industries, geographies, the specifics — has been changed enough to protect the people, not enough to lose the truth.