Dora Nagy
Solving predictable scaling bottlenecks
Most scaling companies don't have a strategy problem.
They have an execution problem, often caused by too many priorities, weak leadership habits, unclear ownership, and a lack of true accountability.
I work hands-on with the CEO and their Leadership Team to install structure, behaviours, and habits required to scale, so execution becomes consistent, not dependent on the CEO pushing.
While the underlying scaling challenges are highly predictable, there is no one-size-fits-all solution. The CEO OS™ provides the structure. How we apply it depends on the reality of the business and the team leading it.
GOALS & OKRs
OPERATING MODEL
ORG & Leadership
What are the most important priorities in the context of your strategy?
CEO
How do you run & operate to maximize your time for high-output management?
Who are your trusted leaders that can execute your priorities well?
The CEO Operating System™
“I just do it myself, or else it won’t get done properly.”
Focus on a few strategic areas where you can make the biggest impact. Let the LT do the rest.
"If I don't chase for updates constantly, I have a very limited idea of what's going on and how we are performing."
Have a reliable pulse check on how things are progressing. Proactively prepped by your LT.
“I am working all the hours, and so does my team, yet it feels like we are not making enough progress.”
Hard decisions. Few priorities. Full buy-in. It’s time to say goodbye to busywork masked as productivity.
“I’ve hired great people into my LT, so I don’t know why it still feels like I am doing everything.”
Your LT is your biggest leverage if managed correctly. Then they become an execution machine.
"We have underperformers, but I don't have the energy to deal with this topic."
Light-touch but effective performance management that brings clarity is so underrated and so critical.
