Executive Coaching for Founder-Led Companies

A Different Approach to Executive Coaching

I’m Dr. Sharon Chirban, a clinical psychologist and executive coach specializing in founder-led companies navigating growth transitions.

What makes my approach different:

I work at the intersection of clinical psychology and organizational development.

My background in family systems and organizational behavior allows me to see patterns that purely business-focused coaches miss—especially when personal dynamics (sibling relationships, marriage strain, family business complexity) intersect with professional challenges.

I build capacity, not dependency.

My goal isn’t to become indispensable. It’s to build systems that work without me. I use time-limited engagements (typically 12 months) with a clear objective: make my role unnecessary.

I focus on structural practices, not just awareness.

Awareness alone rarely changes deeply embedded patterns. I help you build specific practices—repair protocols, challenge mechanisms, decision-review processes—that create accountability even when you can’t see the blind spots.

I work with the whole system, not just the founder.

Effective coaching addresses the organizational dynamics, not just individual behavior. I work with leadership teams, navigate dual roles when needed, and help you build direct communication channels that don’t require an intermediary.

Who I Work With

Founders and CEOs

navigating the transition from startup to scale (typically 50-200 employees)

Leadership teams

in founder-led companies where communication has broken down

Family businesses

where personal and professional dynamics are inseparable

Boards and investors

who need to ensure coaching builds capacity rather than creates dependency

What We’ll Work On

When your success patterns become limitations:

• You move fast but decisions aren’t fully vetted
• You trust your conviction but dismiss input from people who should know
• You defend your vision but make challenge impossible
• Senior talent stops contributing or leaves

When organizational dynamics need restructuring:

• Information gets distorted (either silence or drama, no middle ground)
• Strategic vulnerabilities go unaddressed until they become crises
• Leadership team capacity drains managing around patterns you can’t see
• Approaching exit/scale and dysfunction will surface in due diligence

My Approach

Discovery (Weeks 1-4)

Understand the patterns, organizational dynamics, and what’s actually creating friction

Structure-building (Months 2-6)

Implement specific practices—repair protocols, challenge mechanisms, communication structures—that work even when you’re in your pattern

Capacity transfer (Months 7-12)

Reduce my involvement progressively as systems take hold and you develop capacity to maintain them

Success metric

At 12 months, you can navigate difficult conversations, receive challenge effectively, and course-correct quickly—without me in the room.