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We founded Velocity in 2014 to provide top-tier executive coaching, training, and facilitation to leaders at the forefront of business and technology. And after 10 years, we are proud to have worked with literally hundreds of founders, executives, and investors. The logos on our experience page are just a sample of hundreds of amazing companies we’ve worked with.
Why work with us
What makes us unique and the reason founders come back to us time and again and refer us to their friends is our bespoke approach and our ability to support founders through their entire journey from seed to IPO and beyond. Through one-on-one and group coaching, offsite facilitation, and leadership training programs, we offer a range of bespoke programs to support executives at every stage of their journey. Also, 90% of our team of 25+ coaches are former operators who infuse their programs with direct expertise from building and scaling some of the world’s most iconic companies. The other 10% are experts in organization development and psychology for unique challenges our clients sometimes face. Yes, we’ve been doing this for a long time. Yes, we get what you’re going through. Yes, we know exactly how to help. So, if you’re looking for the coaches with the most experience, the most bespoke approach, and the longest list of happy, successful clients in the industry, you’ve come to the right place. We look forward to working with you.
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Projects or Case studies (4)
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The Leadership Shift That Tripled Revenue
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How one founder’s shift from reactive to intentional leadership rebuilt trust, realigned his team, and unlocked 3x revenue growth on the path to a significant raise. The Situation: The CEO and their co-founder were often at odds and struggling to align on the company’s direction. Though sharp and deeply driven, the CEO came across as reactive and disorganized. He hadn’t yet built the systems or habits needed to lead at scale, and it was taking a toll. There were no regular leadership meetings or one-on-ones. Goals were vague. They didn’t trust the team enough to delegate and hadn’t put the right people in the right roles. The CEO was carrying too much, and their intensity often spilled over in ways that strained relationships and created confusion.
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The CEO That Didn’t Know How to Say No
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How one founder’s shift from “doing it all” to delegating empowered their team, ignited accountability, and accelerated company growth. The Situation: When this founder first connected with Velocity, they were at the center of everything. From the outside, the company was thriving—millions in revenue, growing fast—but they were burning out. They had become the “chief do everything officer”—invited to every meeting, making every difficult decision, and carrying the weight of the entire organization.. But not because they were a micromanager. Quite the opposite—they were empowering, collaborative, and deeply trusting. The only problem was they didn’t know how to say no. Everyone wanted them in the room, because if the CEO was present, no one else had to fully own decisions, especially ones that might go wrong.
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Resetting Culture Without Losing Heart
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How one high-growth startup CEO transformed a well-meaning but misaligned team into a focused, accountable leadership group—without losing the soul of the company. The Situation: At a high-growth startup, the founding team led side by side. But as the business matured, product sales stalled, and the board began pushing for results. That’s when a senior executive stepped into the CEO role. Beloved by the team and deeply mission-driven, they were ready to lead—but the culture they inherited wasn’t keeping pace. Bottom line: There was too much heart and not enough accountability. People cared deeply, but they weren’t getting results.
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Rebuilding from the Inside Out
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How two co-founders restructured their roles, rebuilt trust, and turned around a struggling business, unlocking 250% revenue growth and a clear path to scale. The Situation: Shortly after raising a round of funding, the company hit turbulence. Revenue was declining. Key executives were leaving. The team felt disheartened and directionless. The two co-founders knew something had to change, but they weren’t sure what. Our 360 assessment helped bring things into focus: they were in the wrong roles.