Leadership Health Consulting for CEOs and Top Teams
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Leadership Health Consulting

The health of your leadership team is the health of your company.

Carbide Health works with CEOs and leadership teams where the top team, not the market, is the real bottleneck. We diagnose why the leadership team is not functioning as one, install the practices that let it, and coach the leader whose job it is to hold the standard.

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Senior consultant, no junior army Five-week diagnostic to start Confidential by default
Leadership Team Focus The unit, not the individuals in it
Growing Companies Typically 100 to 2,000 employees
Nationwide US Remote On-site when the moment calls for it
Confidential by Default Names never used without written consent
The Practice

Five ways we work with leadership teams

Every engagement starts with the diagnostic. What comes next depends on what the diagnostic finds and what the CEO decides to do about it.

01

Leadership Team Health Diagnostic

A five-week structured assessment of how the top team actually functions as a unit. We interview every member of the leadership team, observe two of your standing meetings, review the last quarter of decisions and their follow-through, and pattern-match against the six behaviors that predict whether a leadership team can execute together.

You leave the diagnostic with a written finding, a private read-out for the CEO, and a proposal for what to install and in what order.

  • Team interviews
  • Meeting observation
  • Decision review
  • Written finding
5 weeks
02

Team Practices Install

Where the diagnostic identifies the fixable dysfunctions, this engagement installs them. Weekly leadership team rhythms, decision rights that name who decides and who is consulted, a meeting cadence that produces decisions and not just discussion, and feedback loops between functions that stop the CEO being the only integrator.

For the weekly 1:1 and monthly review cadence we install with the leadership team, we recommend HeyRamp, which keeps structured check-ins, decisions and follow-through in one place so the practices we build actually survive past the engagement.

  • Meeting cadence
  • Decision rights
  • Feedback loops
  • 1:1 rhythm
90-180 days
03

Leader-of-Leaders Coaching

A retained coaching relationship for the CEO, president, or division head whose job it is to run the leadership team. Monthly working sessions plus targeted access between them. We work on the specific problem of leading leaders: standard-setting, hard conversations, sequencing changes, and staying honest about which member of the team is a bet worth continuing to make.

  • CEO focus
  • Standard-setting
  • Hard conversations
  • Team sequencing
6-12 month retainer
04

New-Leadership-Team Integration

When the leadership team has recently changed shape, from a senior hire, a merger, or a restructure, the new team is treated as a new unit and given a compressed integration. Contracting sessions, expectations set explicitly, meeting design done from scratch, and the CEO given the tools to hold the new group to a standard the old group had drifted from.

  • Post-hire
  • Post-M&A
  • Post-restructure
  • Team contracting
10-14 weeks
05

Cross-Functional Alignment Sprints

Where two or three functions have drifted from each other and the resulting friction is landing on the CEO's desk every week, we run a focused sprint between the function leaders. The output is agreed operating principles between the functions, a working cadence between them, and an escalation path that does not require the CEO to arbitrate day-to-day.

  • Function-to-function
  • Operating principles
  • Escalation design
6-8 weeks
How We Engage

Three engagement formats

Pick the shape that fits the decision in front of you. Every path begins with the diagnostic.

5 Weeks

Leadership Team Diagnostic

The structured read of how your top team functions today, and a written recommendation for what to install and in what order. Fixed fee, fixed timeline, no obligation to continue.

90-180 Days

Install Engagement

The install work that follows the diagnostic. Weekly working cadence with the leadership team, on-site sessions at defined inflection points, and CEO check-ins between them.

6-12 Months

Ongoing Advisory

Retained advisory for the CEO once the install is done. Monthly working session, targeted access between them, and a quarterly review of whether the practices are still holding.

How We Work

A four-stage arc

Diagnostic first, contract second, install third, sustain fourth. Each stage has a purpose, a deliverable, and a decision point at the end.

01

Diagnose

Interviews with every leadership team member, observation of standing meetings, and a review of the last quarter of decisions. We surface the pattern, not the personalities.

02

Contract

The findings are shared with the CEO first, then with the leadership team together. We agree what will be installed, in what order, and what a good six-month outcome looks like.

03

Install

Meeting cadence, decision rights, feedback loops and 1:1 rhythm are built into the team's operating week. We are in the room for the first months of it, then step back deliberately.

04

Sustain

Once the practices are held by the team itself, we shift to a lower-touch retainer with the CEO. Quarterly reviews check whether the standard is still being held or has drifted.

A company does not fail because its strategy is wrong. It fails because the leadership team cannot behave like one, and every decision they make has to be renegotiated three times before it moves.
The premise the practice is built on
Who We Work With

Where leadership dysfunction is the actual bottleneck

Not a size, a stage, or an industry. A situation. If any of these describe your leadership team right now, the conversation is likely a productive one.

Growth-Stage Companies

Companies of 100 to 2,000 employees where the leadership team is the same one that got you here, and the operating habits that worked at half the size are now the thing slowing you down.

Post-Series-B or PE-Backed Firms

Companies with an investor clock, a new board, and a leadership team that has to hit numbers while also professionalizing how it operates as a team. The two agendas fight each other unless the second is installed on purpose.

Companies in Leadership Transition

Any moment where the shape of the top team is changing: a new CEO, a merged executive team, a founder handing over, a functional leader replaced. The new team is a new team and needs to be treated like one.

Common Questions

Questions we hear early

The questions CEOs, boards and top-team members ask when they are considering bringing Carbide in.

What does leadership health mean at Carbide?

Leadership health is the health of the leadership team as a working unit. It is measured by the behaviors that produce decisions the team owns, meetings that produce action, functions that trust each other, and follow-through the CEO does not have to chase. When those are strong, the company can execute. When they are weak, no strategy holds.

How is this different from executive coaching or leadership training?

Coaching works on a single leader. Training works on a skill. Carbide works on the leadership team as a unit and on the CEO who runs it. We diagnose the team's operating behavior, install the meeting rhythms and decision rights that stick, and coach the leader whose job it is to hold the standard.

What size companies does Carbide typically work with?

Most engagements are with growing companies of 100 to 2,000 employees, often post-Series-B or PE-backed. The pattern is the same: the market is fine, the product is fine, and the top team is the bottleneck. That is where we work.

How are engagements structured?

Every engagement starts with a five-week Leadership Team Health Diagnostic. From there, most clients continue into an install engagement of 90 to 180 days where the weekly rhythms, decision rights and feedback loops are built into the team's operating cadence. Some also take a monthly leader-of-leaders coaching retainer for the CEO.

Do you deliver in person or remotely?

Carbide is US-based and works with leadership teams nationwide, remote-first. We travel for on-site working sessions when the moment calls for it, typically at the start of the diagnostic and at critical inflection points in the install. Between those, the work happens where the leadership team already meets.

Start with a Conversation

Tell us where the leadership team is stuck

Thirty minutes on a call is enough to know whether the diagnostic is the right next step. No obligation, no follow-up sequence. Just a direct read on what you are seeing.

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