Mentorship

For founders and executives. Four seats.

Every engagement I've ever run eventually stopped being about the business and started being about the person running it.

The CAC problem turns out to be a fear problem. The hiring problem turns out to be a control problem. The pricing problem turns out to be a worth problem. Twenty years of operating, and the pattern has never once failed to show up. The numbers were rarely the real blocker.

So now I do that work on purpose.

What this is

One-to-one mentorship.

You bring the real situations: the cofounder conversation you've been avoiding, the exec who needs managing out, the decision you've circled for three months, the version of yourself you perform in board meetings and the cost of performing it. We work the actual thing. There's no curriculum to march through, because your Tuesday is the curriculum.

It's not therapy and I'm not a therapist. It's the work that sits between the strategy and the person executing it. The part the playbooks skip.

Why me

The miles and the method.

Most executive coaches have never run a P&L. Most operators can't hold the other half of the conversation. I've spent twenty years doing the first, carried budgets, built teams, sat in the founder's blast radius, and I wrote three books about the second.

And I've been the person this page is describing. I've performed a version of myself in rooms for years and called it professionalism. I've avoided the conversation, tolerated the misalignment, made the decision too late and paid for it. The books came out of that, not out of a certification. The third one, MaskUp, is the operating manual for this work: how to hold a difficult conversation cleanly, how to read a repeating pattern instead of the latest excuse for it, how to put the business hat on without losing yourself inside it.

MaskUp by Lee Malcher
MaskUp, book three of the Modern Hero Series. Yours when we start.

A mentor isn't a guru. I haven't arrived anywhere; I still get triggered in meetings, I still catch myself reaching for the old masks. The difference is I notice now, and I know the terrain well enough to walk it with you. I don't have your answers. What I have is the miles, the method, and the willingness to say the thing your team won't.

How it works

First we map. Then we work.

The first ninety days, we map your terrain. Your patterns, your masks, where they actually show up in your week, what they cost. After that it's live work: your real situations, as they happen, with someone in your corner who's been in the chair.

Two calls a month, an hour each. Direct access between them, because the difficult conversation is rarely scheduled for a convenient Thursday. Ninety-day initial term, monthly after that, same terms I run everywhere.

You'll have all three books and both operating systems. The method comes with the mentor.

Who it's for

People carrying real weight.

Founders and senior operators who've built something and hit the part of the problem that isn't in any deck.

Who it's not for: if you need the marketing engine run, that's the letter on the front page. If what's underneath needs clinical support, I'll tell you honestly on the first call and point you to the right door. This work runs alongside therapy when needed. It never replaces it.

Four seats

This work doesn't scale. It shouldn't.

I still run engagements and I still write. When the seats are full, there's a list.

Book a call No pitch. Bring the real situation and we'll work it live. You'll know within thirty minutes.