Shatter
the
Glass
Succession planning

The company shouldn’t need you in the room to keep its promises.

Succession is not an exit document. It’s the work of finding the person inside your business who can hold it, making them ready on purpose, and moving authority across without dropping a client, a lender, or a quarter.

Text me about succession

Notice that the stiffest tree is most easily cracked, while the bamboo or willow survives by bending with the wind.

Bruce Lee
What you get

Two deliverables, one outcome.

Most owners come in needing both. You can start with either.

Deliverable one

Naming and developing the successor

An honest read on your internal bench, and a development plan for the one or two people who could actually do the job.

  • ✓A written scorecard for the role as it will exist in three years — not the role you grew into.
  • ✓Candid assessment of each internal candidate against it, including Enneagram and working-style fit.
  • ✓A named successor, a named backup, and the gap list for each.
  • ✓A 6–18 month development plan with stretch assignments, coaching cadence, and checkpoints.
  • ✓Bench depth behind them, so promoting one person doesn’t open a new hole.
Deliverable two

The transition roadmap & handoff plan

A dated plan for moving authority, relationships, and knowledge — so the change is visible, orderly, and survivable.

  • ✓A phased calendar: what the successor owns at 30, 90, 180, and 365 days.
  • ✓Decision-rights map — signing authority, escalation, and what stops coming to you.
  • ✓Relationship handoff list: key clients, lenders, partners, and how each is told.
  • ✓Knowledge capture for the things only you know, documented before they walk out with you.
  • ✓Internal and external communication plan, plus a key-person continuity fallback.
The engagement

Four phases, roughly six months.

Timelines flex to your business. The order doesn’t.

Weeks 1–3

Assess

Interviews with you and your leaders. What the business truly requires of the seat, and where it’s currently dependent on you personally.

Weeks 4–6

Identify

Scorecard the role, evaluate the bench, and land on a successor and a backup — with the reasoning written down.

Months 2–6

Develop

Coaching for the successor, stretch ownership on real decisions, and monthly checkpoints with you on what’s sticking.

Month 6 onward

Hand off

Execute the roadmap in stages, communicate it, and keep advisory support on call through the first hard quarter.

Start here if

Any of these sound familiar.

—You could not take a month off without something breaking.
—You have a likely successor but no honest read on whether they’re ready.
—Your best people are leaving because they can’t see the next step.
—Key clients and lenders only trust you, by name.
—You promoted someone into leadership and it stalled.
—You’re five years from stepping back and have nothing written down.

Text me. Tell me what’s stuck.

No booking link, no intake form. Send a message and we’ll find twenty minutes to talk it through — free, and with no expectation on the other side.