CEO & Board Advisory
Independent Support for Critical Leadership, Governance & Execution Decisions
Diagnose the situation, clarify the options, support the decision and help secure implementation.
Some situations require more than an assessment.
A CEO may be struggling. Board confidence may be weakening. Governance may be creating friction. A transformation may be stalled. Performance may be deteriorating without a shared view of why.
In these situations, the challenge is not simply to diagnose what is happening. Decision-makers need to understand the options, weigh the consequences and move forward without creating unnecessary disruption.
WINGMIND supports CEOs, Boards and investors through critical leadership, governance and execution decisions, from diagnosis through implementation.
When CEO & Board Advisory Creates Value
Advisory is most useful when the issue is sensitive, multidimensional or requires an important decision.
Results are deteriorating, previous corrective actions have not worked or leadership and organizational causes remain unclear.
The Board is questioning role fit, leadership effectiveness, succession, support needs or whether a change is required.
The CEO, Board, shareholders or investors no longer share the same expectations, diagnosis or decision framework.
Tensions, unclear roles or lack of alignment are slowing decisions and weakening collective execution.
A transformation, growth phase or acquisition requires difficult leadership, organizational or governance choices.
The organization needs to prepare succession, redesign responsibilities, strengthen the team or manage a leadership change.
The Questions We Help Decision-Makers Resolve
The starting point is the decision that needs to be made, not a predefined methodology.
- Is the CEO the issue, or is the problem broader?
- Should the CEO be supported, complemented, repositioned or replaced?
- What is preventing the executive team from operating effectively?
- Are Board and management aligned on the real priorities?
- Is governance helping or obstructing execution?
- What is really driving underperformance?
- Which organizational changes are genuinely necessary?
- What should be changed now, and what should remain stable?
- How should a sensitive leadership transition be managed?
- What are the risks and consequences of the available options?
- How should a difficult Board or shareholder conversation be prepared?
- What support is required to ensure the decision is implemented?
Diagnose, Decide, Implement
A mandate may cover one or all three stages depending on the situation.
Diagnose
Establish what is really happening.
- Clarify the business and leadership context
- Review facts, performance and prior decisions
- Gather targeted stakeholder perspectives
- Test assumptions and competing explanations
- Identify root causes and critical risks
Decide
Clarify the available options and trade-offs.
- Define realistic scenarios
- Assess risks and consequences
- Challenge assumptions
- Prepare sensitive discussions
- Support the final decision
Implement
Turn the decision into effective action.
- Clarify roles and accountability
- Support leadership or governance changes
- Facilitate critical conversations and meetings
- Support executives and teams
- Follow progress, decisions and blockers
What We May Examine
The scope follows the problem. We look only as broadly as the situation requires.
Role fit, judgment, leadership capability, decision-making, impact, motivation and succession.
Shared diagnosis, priorities, trade-offs, roadmap and alignment between Board, shareholders and management.
Roles, structure, governance, decision rights, operating model, accountability and execution mechanisms.
Trust, executive-team dynamics, culture, key talent, stakeholder relationships and readiness for change.
From Analysis to Concrete Decisions
The objective is to identify the response that best fits the situation rather than defaulting to leadership change or reorganization.
Develop the existing leader, improve decision-making or reinforce specific leadership capabilities.
Add missing capabilities, strengthen the executive team or provide targeted external support.
Change roles, governance, decision rights, priorities or selected parts of the organization.
Prepare a leadership transition when strengthening, complementing or adapting the current model is unlikely to be sufficient.
A Format Adapted to the Situation
Support can be focused around one decision or continue through implementation.
A short, focused intervention to objectify a situation, test the diagnosis and clarify the available options.
Confidential support around a CEO decision, governance issue, succession, reorganization or sensitive Board discussion.
A continuing relationship with the CEO, Chair, Board or investor while a critical transition or change is implemented.
Assessment, Advisory or Coaching?
Different situations require different levels of intervention.
Understand and objectify.
Assess an executive, executive team or organization and clarify strengths, risks and priority actions.
Resolve and decide.
Address a critical, multidimensional situation, support the decision and help secure implementation.
Develop and support the executive.
Help a leader strengthen performance, leadership impact and effectiveness in the role.
When a More Structured Assessment Is Needed
Some advisory situations reveal a question that requires deeper independent assessment.
Relevant Experience
WINGMIND has supported investors, Boards and executives in leadership, underperformance, integration and organizational situations across multiple contexts.
Explore examples of assignments involving CEO questions, underperformance, organizational breakdown, executive-team tensions and critical transitions.
Why WINGMIND?
A combination of investment, entrepreneurial, advisory and executive coaching experience.
A direct understanding of shareholder expectations, Board dynamics, investment priorities and value creation.
Practical experience of growth, uncertainty, leadership pressure, strategic choices and execution constraints.
The ability to work not only on the decision itself, but also on behaviours, relationships and implementation.
100+ engagements across 10 countries with investors, Boards, CEOs, executive teams and organizations.
Frequently Asked Questions
Common questions about CEO & Board Advisory.
Who is CEO & Board Advisory for?
CEO & Board Advisory is designed for CEOs, Chairs, Boards, shareholders and investors facing a sensitive leadership, governance, organizational or execution decision.
How is Advisory different from an assessment?
An assessment primarily creates an independent view of a leader, team or organization. Advisory goes further: the objective is to help decision-makers interpret the situation, consider the options, make the decision and, where useful, support implementation.
Can WINGMIND advise on whether a CEO should stay or be replaced?
Yes. Where CEO fit is genuinely the question, the work can help determine whether the appropriate response is to strengthen, complement, reposition or replace the leader. The conclusion should be based on evidence, business context and the alternatives available rather than on an assumption that leadership change is necessarily the answer.
Does the work always involve a formal assessment process?
No. The level of diagnosis depends on the question. Some situations can be clarified through a limited number of interviews and evidence review. Others require a more structured Executive, Executive Team or Organizational Assessment.
Can WINGMIND support implementation?
Yes. Support may include preparation of sensitive conversations, changes to governance or roles, executive or team support, facilitation of key decisions and follow-up during implementation.
How long does an advisory assignment last?
It depends on the situation. A focused intervention may last a few days or weeks. Support around implementation, leadership transition or ongoing Board and CEO decisions may continue for several months.
Related Approaches
The right intervention depends on whether the priority is assessment, decision support or leadership development.
Discuss the Situation
Are you facing a sensitive leadership decision, governance tension, underperformance or a transformation that requires an independent perspective?
Email: contact@wingmind.co
LinkedIn: David Chouraqui
Book a call: Schedule a confidential conversation
Founded by David Chouraqui, former private equity investor, entrepreneur and Executive Coach since 2012, WINGMIND supports CEOs, Boards and investors through critical leadership, governance and execution decisions.