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Extended Executive Coaching Engagement VP Commercial, Fortune 100 Company. Coach Engagement was conducted over a 3-year period with a young high potential VP who had skipped two levels to be placed in the role. He was younger by 7 to 15 years than any of his direct reports, OUS born, and handpicked by the CEO. The executive coaching was procured to be an important resource for the successful transition to the new role. Year One: Leadership Development Assessment and quantitative 360 to determine coaching goals, LD assessment of his team, assimilation into US based business, spot coaching with team members, & one OUS senior team offsite. Year Two: Qualitative 360 with target goals including enhancement of matrix skills through cross-functional team analysis and plan for RAPID style CF improvements. Year Three: Senior Team Offsite – Global Mindset, CF Negotiation Skills, Coaching: Executive Presence – staff structure & strategy, presentation skills, corporate officer expectations, skills – strategic networking, and CLOB strategy development.

COO-CEO Transition Engagement COO engaged me to coach 1.5 years prior to CEO transition. While he was the likely CEO successor, the young fast- growth public company (13 years, 16B) had experienced a rough and dramatic transition with the previous CEO succession. The company at the time had little BOD horsepower and few aligned processes in place to secure key discussions for a smooth transfer of power. Year One: LD Assessment & Qualitative 360 (with strategic key BOD members as part of it), targeted skill gaps for CEO succession, developed BOD 1:1 visit strategy with 360 Executive Summary results to build relationships and lay the foundation for succession, key CEO/COO/coach meetings, and broad organizational messaging. Year Two: With future CEO: BOD interview & presentation prep, earnings call preparation with competitor analysis, facilitating plan for BOD relationships & vote; assisting to develop facilitation plan, relationships & politics for the exiting CEO. I was asked to advise VP HR regarding plans to put professional development coaching in place for N-2, N-3. I was asked by the CEO to start a coaching engagement with the CEO’s No1 and likely successor five years hence. Year Three: CEO Skillsets – Analysts visits, earnings calls, and Senior Team development & strategy, and bench strength N-1 to N-3. Continue work with No 1 – Executive presence, business strategy review against competitors, Travel/HQ balance, and Legal department strategy development.

COO Coaching & Leadership Development Engagement COO engaged me to coach her and provide leadership assessment and development to her senior team upon recommendation from a BOD member. The company is a privately held healthcare system with 12 properties and two hospitals across 4 time zones. Year One: COO LD Assessment & 360 Qualitative Evaluation including key BOD members to assess succession viability as well as overall COO strengths and gaps. Senior operations team offsite in first quarter of engagement (Team MBTI Style & Strategies Multipliers Training, & Cross-Functional Negotiation skills). A second offsite in Q3 focused on Decision Rights Strategy (regional versus HQ). Coaching focused around COO to CEO Skillset analysis, CEO/COO/Coach facilitation meetings, BOD relationship building and visibility strategy, BOD Interview & Presentation Preparation.