Engagements with newly-appointed executives at Fortune-scale organisations. Identifying details withheld by design — only the climb, the weather and the outcome remain.
Ysherpa engagements are confidential by default. Industry, situation and outcome are described here with enough fidelity to be useful — never enough to identify the client. Direct references are available, on request, under mutual agreement.
A newly-appointed Group CISO at a multinational bank, inheriting a decade-old security programme that no two stakeholders described the same way. The mandate was clear; the terrain was not.
A newly-appointed Chief Digital Officer at a European industrial group, handed three overlapping transformation portfolios and told to deliver "all of it." We re-scoped into a single digital operating model, retired the other two with dignity, and guided the executive through the first board cycle with a programme the CFO underwrote.
Private coaching for a first-time CEO entering a post-founder scale-up. Ninety-day plan installed, first board meeting rehearsed to a flat script, Series C conversation opened on schedule.
Six-month sprint to move a global retailer's AI agenda from slide-ware to a single, board-approved programme with three measurable outcomes and one public commitment.
The incoming COO had inherited a programme that every middle manager was already tired of hearing about. We changed the vocabulary, kept the substance, and re-entered the conversation through quarterly outcomes — ending with an operating rhythm that survived her departure two years later.
A newly-appointed CRO found a material finding waiting on the desk on day three. We moved from introductions to standing counsel inside a week: drafting the regulator response, rehearsing the board conversation, and protecting the executive's first year from being defined by the inheritance rather than the mandate.