Leadership team alignment retainers, executive offsites, 360 assessments, C-suite candidate evaluation, and the Keystone Enterprise Program. Led by a former CEO who has facilitated 90+ offsites and coached every seat at the table.
Velocity Now coaches executive leadership teams as a unit: the CEO and the direct reports, together and individually, so the alignment gets built in the room where it has to hold. The work includes leadership team alignment retainers, executive offsites (90+ planned and facilitated), 360 assessments, executive candidate evaluation, and the Keystone Enterprise Program for directors and VPs. It is led by David Turner, founder of Velocity Now LLC in Denver, Colorado: former PE-backed CEO, former SVP / Managing Director at DigitalGlobe, 57 M&A transactions, and 13,400+ hours coaching C-suite leaders at companies from $50M to $27B in revenue.
Every senior leader becomes one of two things: the keystone, the piece that lets every other stone bear load, or the bottleneck, the person everything routes through and everyone quietly works around. A leadership team has the same choice, and it makes that choice as a group. One-on-one coaching can change a CEO. It cannot change what happens when the CFO and the CRO are in the same meeting and neither says the thing they both said to David the week before.
So David coaches every seat. He hears what the CEO says about the team, what the team says about the CEO, and what each of them says about the others. He patterns what is said and what is not, and he brings it into the room while it is still cheap to fix. When David told a CEO that the team's real problem was one the CEO had not been looking at, that read came from sitting in every seat, not from the CEO's account of them.
At DigitalGlobe, David ran a 123-person revenue organization from $320M to $703M with engagement moving from 44% to 97% and unwanted attrition under 3%. The line he wrote for that team, coach individuals, inspire a team, is still how the work is built: each executive gets coached, and the team gets led.
Your coaching has been fantastic for the team. CEO, $7B publicly traded company
Coaching for the entire executive team, with extra depth for the CEO on what is moving beneath the surface. Monthly or bi-weekly, a mix of individual sessions and time with the team as a group. By coaching every seat, David sees how the room actually works, where it is misaligned, and what no one is saying out loud. The agenda is always the team's. The read is always his.
Personally planned with the CEO and personally facilitated. Ninety-plus so far, across every company size. Designed so the CEO can be fully in the room instead of running it, while the team does the work it has been avoiding: the strategy the executives privately disagree on, the two functions in a standoff, the expectations of each seat that have never been said out loud.
Watching you conduct and harmonize the team these last two days was nothing short of magical. You pushed when it was needed, you steadied the room when it mattered most, and you never lost sight of the human element in all of it. CEO, $350M family-owned business
David does not hand you a report. He reads you against your peers and your directs and shows you the gap between how you think you land and how you actually do. With the receipts. Most coaching engagements open with one, so the work starts from an accurate picture rather than the executive's own.
Deep evaluation of C-suite finalists against the CEO, the existing team, and the job that actually needs doing, grounded in 31 years of leadership pattern recognition. Know who belongs at the table before they sit down. Used most often when a PE-backed CEO is rebuilding the team in the first year of a hold.
Structured development for directors and VPs, built on the same 80+ frameworks David uses with CEOs. Monthly facilitated cohorts inside the company. Sold to the CEO, delivered to the next generation of leaders. Dozens of companies and hundreds of executives over seven years, which makes it the part of the practice that scales past David's own calendar.
David has made a positive impact in coaching several of our executive team members and key high potentials. His experience in extracting self-awareness and instilling a passion to constantly learn and grow ultimately led to his coachees becoming better team members and leaders. EVP, Dice.com
When a client company is buying or being bought, David advises through the transaction, from diligence to integration leadership. Fifty-seven closed deals across public, private, and PE-backed companies, from the operator's chair rather than the advisor's.
Most begin with the CEO. A CEO retainer runs for a few months, the CEO sees what David sees, and the engagement expands to the direct reports. Others start with an offsite, because the team has a specific problem and a specific date, and the retainer follows once the room has worked together with David once. The Keystone Enterprise Program is usually added by a CEO who wants the frameworks running one level down.
Whatever the entry point, the shape is the same: David coaches the individuals and leads the team, and the CEO stays in the room.
He also coaches my ELT, which greatly helps their development and the company's organizational health overall. Tatiana Finkelsteyn, CEO, zLinq · LinkedIn recommendation
Every client is referenceable, without exception.
Coaching for the entire executive team, with extra depth for the CEO, on a monthly or bi-weekly cadence. David coaches every seat individually and works with the team as a group. Because he sees every seat, he sees what no one-on-one relationship can: how the room actually works, where it is misaligned, and what no one is saying out loud. The agenda is always the team's; the read is his.
In practice, yes. Alignment work that leaves the CEO outside the room produces a team that is aligned with each other and not with the person running the company. Most team engagements grow out of a CEO retainer, and the ones that start with the team still include the CEO.
David plans it with the CEO in advance, then facilitates it so the CEO can be fully in the room rather than running it. The work is whatever the team is avoiding: a strategy the executives privately disagree on, two functions in a standoff, a leadership team that has never said out loud what it expects of each seat. Ninety-plus offsites so far, from mid-market private companies to publicly traded enterprises.
David does not hand over a report. He gathers the input from peers, directs, and the CEO himself, then reads it against what the executive believes about how they land and shows them the gap. With the receipts. The 360 is usually the opening move of a coaching engagement, not a standalone deliverable.
Yes. David evaluates finalists for C-suite roles against the CEO, the existing team, and the job that actually needs doing, drawing on 31 years of leadership pattern recognition. The output is a direct read on whether this person belongs at the table before they sit down.
Structured leadership development for directors and VPs, built on the same 80+ frameworks David uses with CEOs, delivered in monthly facilitated cohorts inside the company. It is sold to the CEO and delivered to the next generation of leaders. Dozens of companies and hundreds of executives over seven years.
Alignment retainers are a flat monthly fee, scoped to the number of seats and the cadence. Offsites, 360s, and candidate evaluations are scoped per engagement. Keystone cohorts are priced per company. Every number comes after the first conversation, never before it.
One email. No forms, no intake funnel. Describe the situation in a few lines and David will reply with a time to talk.
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