A six-month program for VPs and above
You own the number and the people who deliver it.Nobody hands you a room where you can think out loud.
Six people at your level, a room where nothing has to be performed, ninety minutes with me every month, and decisions you stop carrying alone. Deliberately mixed across industries, and screened so no two of you compete.
For VPs and above who run a function — not chief executives. Six per group. The next cohort starts fall 2026.
If any of this is your quarter, this program might be for you
- Five directors, not one teamYou inherited five directors who behave like five departments.
- The number is publicYou own a number the whole company can see, and half the inputs sit outside your control.
- A peer working around youAnother executive is routing around you, and naming it would make you look like the problem.
- The plan moved without youThe strategy changed in a meeting you weren't in.
- Cutting a team you builtYou have to take a third out of something you spent three years building.
- Successor, unofficiallyYou've been told you're next, in a conversation nobody wrote down.
- Passed overSomeone external got the job you were being groomed for.
- The board asks something elseYou present to the board and it isn't the meeting you rehearsed.
- A thin benchNobody on your team could do your job, and that is a problem you built.
- Nowhere to say itThere is no one at work you can say the honest version to.
These are the ones people bring. Not leadership in the abstract — the decision sitting on your desk this quarter.
Who runs it
Seven chief executive seats.
Twenty-five years running, scaling and selling companies — Nathan Sports, Penguin Brands, Boston Proper, Soft Surroundings, Francesca's — and chairing the boards on the other side of the table. At Nathan Sports we went from struggling to 47 countries and eighty percent of the global market.
Battle wounds, and plenty of stories. When private equity owns an asset and can't work out what to do with it, I'm one of the calls they make.
I've been in most of the situations at the top of this page, from both sides of the table. Some of them I handled badly, and nobody sat me down and explained those either.
For years this work has been private — CEOs, executive teams, the call people make when something has gone sideways. Alongside it, decades on the harder question: what actually changes a leader, starting with myself.
The people who run functions carry the most and are checked on the least. Senior enough that nobody asks how you are, not yet senior enough to set the terms. That stretch is where people either compound or stall, and almost nobody gets help with it.
Here's what I believe. Curiosity expands what is available to you. What you intend becomes what happens. And the work is not optional — the practical craft, plus the part nobody teaches: who you are becoming, how you show up, and what others can see in you that you can't.
I'm not here to be an inspiring story. I'm here so the next set of decisions costs you less, and leaves less wreckage behind them.
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How six months works
Monthly forum, two hours
Six people, the same six for the full six months. Two of you put a live decision on the table each session, and the room takes it apart properly before anyone offers a view.
Ninety minutes with me, every month
The things you cannot say in front of five peers, however good the room is. A chief executive, a board, an offer, your own succession, whether you stay.
One instrument per session, taught properly
We take one of the tools, I show you how it works, and you leave with the actual document.
Your hour moves to when you need it
The one to one is monthly, and it does not have to sit on the same day every month. When a decision will not wait — a board paper, an offer, a resignation on your desk — pull the hour forward and use it that week.
A working brief, and a partner who holds you to it
One specific thing to go do before we meet again. You're paired with someone in the group who checks in halfway. Pairs rotate every two months, so by the end you have worked closely with three of them.
A live thread, and a group that outlasts it
The room doesn't close between sessions. Six people is small enough that the thread stays useful rather than becoming noise. The last session ends the sessions, not the group — at this level, the people who knew what you were carrying are the ones you keep calling.
A room will sharpen your judgement. It will not build the machinery underneath it.
So you leave each session with one working instrument — an operating review, a narrative, a sequence, a script — and with the norms that make it hold once you are back in the building.
The instruments are half of it. The other half is looking honestly at your own part in the situation, which is the harder half and the reason any of it sticks. What follows are examples of the kind of thing we work through, not a fixed syllabus.
- Turning five directors into one leadership teamThe operating rhythm, and what you stop doing yourself.
- The operating review that surfaces bad news earlyWhat to ask so you hear it in month one rather than month five.
- Deciding what not to doThe list you kill, and how to make the killing stick.
- The executive narrativeWhat a chief executive and a board are listening for, and what makes them stop.
- A reorganisation people can live withSequence, and what you say in the first forty-eight hours.
- Taking out cost without taking out next yearWhere the money actually is, and the three cuts that always come back.
- The peer who works around youHow to close it without making it a fight the CEO has to referee.
- Building the bench that makes you promotableSuccession for your own seat, which is the thing that frees you.
- Negotiating at this levelScope, equity, and the terms people forget to ask for.
- Reading the signals earlyWhether you are being built up, held in place, or quietly moved on.
Most leaders don't need more advice. They need clearer alignment.
The terms
- Size
- Six per group
- Dates
- Six months, starting fall 2026
- Forum
- Two hours, monthly
- 1:1
- Ninety minutes with me, monthly — six in all
- Between sessions
- An hour you can pull forward, a rotating partner, a group thread
- Tools
- One per session, yours to keep
- Selection
- A conversation with me; groups built on dynamics, and no two of you competing
- Fee
- An investment of your time and your money, discussed on a call
Who it's for
VPs and above who run a function — not chief executives. The decisions on your desk are the ones nobody else in the building can make for you.
No industry requirement. What matters is scope rather than the letters in the title: a function, a number, and leaders reporting to you.
What I screen for is curiosity, follow-through, and a real willingness to look at your own part in things. Seniority gets you considered. It does not get you in.
Then I compose the group. Six people chosen deliberately — who will push you, who you may rub against, who will be critical to your journey. No two of you competing, and nobody in the room who sits anywhere near your reporting line. Twenty-five years of building teams goes into that, along with the work I have done in the Enneagram, conscious leadership, ACT and CBT. This curation is part art, part science, and a large part of why it works.
Questions people ask
- What actually happens in a session?
- Two of you bring a live decision. The room questions it properly before anyone offers a view — that ordering is the whole discipline, and it is the part most rooms skip. Then we take one instrument and work it through. Two hours, no deck, no round of updates.
- Do I need the VP title?
- The title is shorthand. What matters is scope: a function, a number, and leaders reporting to you. If that is you and your company calls it something else, say so when you apply.
- Could a competitor be in the room?
- No. I screen for that before anyone is offered a place, and I will tell you who is in the group before you commit to it.
- What if my chief executive finds out?
- Nothing leaves the room, including who is in it. Plenty of people tell their CEO and have it paid for. Plenty do not. Either works.
- What if I don't think I'm getting value?
- You get your money back, after a conversation with me about why.
- How much time does it take?
- Two hours in the forum and ninety minutes with me each month, so three and a half hours scheduled. The working brief takes whatever it takes; that is the part that does the work.
- What does it cost?
- It is an investment of your time and your money. We will talk about the investment on the call, once we have a better sense of whether this is right for you.
- When does it start?
- fall 2026, and it runs six months from there. Exact dates are set with the group once it is composed.
What people say
“The person I call when I don't know what to do.”
“Bridgit isn't a coach. She has been in the seat so many times that what she brings is lived and practical, and that is priceless.”
“She doesn't react. She actually regulates the room.”
“She reflects back your truth in a way that makes you want to be better.”
“Every time I am in the room with Bridgit I pick up something I can use — not only in my professional life, but in my personal life.”
“Bridgit has a way of sharing really practical ways of addressing things that land for me.”
“She has the ability to see you fully, which makes all the difference in the world.”
“Working with Bridgit over the last three years has made me not only a better leader but a better human being. I feel extremely grateful to have had the opportunity.”
“She brings joy and rigor in equal parts.”
Three ways in
Short application, then a conversation with me. I read every one myself, and I build each group deliberately — so it takes a little time.