Two co-founders, two different companies in their heads

Series A software company, 40 staff · Strategic Intervention

Where it started

The product was working. The board was happy enough. But the two co-founders had quietly drifted into running two different companies: one wanted to go deep on the current product, the other wanted to expand into three new markets at once. The team could feel the disagreement even when nobody said it out loud.

What we did

This wasn't a job for a standard programme; it needed a focused outside view on one specific, high-stakes decision. We ran structured one-to-ones with both founders separately, then brought the actual disagreement into the room instead of letting it leak sideways into every other meeting.

Where they landed

They didn't end up agreeing on everything, and that was fine; that was never the goal. What changed was that they left with one shared plan for the next two quarters, and a way of disagreeing that didn't involve the leadership team picking sides.