V is an experienced senior executive who joined a rapidly scaling technology business as a first-time General Manager, having previously operated at VP level. The move brought significantly broader commercial and leadership responsibilities, alongside the challenge of navigating a new organisation and the expectations of the CEO and board.

The situation

V had built a successful career and was ready for the next step. But moving into her first GM role brought a different level of responsibility and complexity. She needed to understand a new business quickly, establish credibility with an existing leadership team and build relationships with senior stakeholders.

Expectations were high, and she was feeling the combined pressure (and excitement) of being accountable for performance across the entire business, not simply the success of her own function.

The challenge was how to establish herself quickly, exercise authority in an unfamiliar environment and adapt the approach that had made her a successful functional leader to one requiring the strategic judgement to lead an entire business.

The work

Through ongoing executive coaching and strategic advisory, Rhian worked with V on navigating the practical leadership and business challenges of her transition as she established herself in the new role.

The work focused on:

• Establishing credibility and authority: Understanding the business and its culture, building relationships with key stakeholders and establishing trust with her leadership team.

• Managing upwards and leading downwards: Navigating CEO and board expectations while setting direction and expectations for the leadership team.

• Strategic judgement: Evaluating commercial priorities, challenging assumptions and making decisions with incomplete information.

• Leadership team effectiveness: Strengthening delegation, ownership and accountability rather than personally resolving operational issues.

• Operating at GM level: Adapting established leadership behaviours, managing competing demands and protecting capacity for strategic leadership.

The work was grounded in situations V was navigating in real time. Rhian provided structure for the first 90 days, alongside independent perspective, practical challenge and ongoing support as the demands of the role and business evolved.

The outcome

V established herself in the GM role with greater authority, a clearer sense of her priorities and the confidence to lead a business rather than operate primarily through her previous functional expertise.

She strengthened her relationships with the CEO, board and senior leadership team, becoming more effective at managing competing expectations, influencing decisions and establishing accountability for delivery.

By adjusting how she delegated, challenged and supported her leadership team, V was able to focus her attention on the strategic and commercial priorities of the business, rather than becoming absorbed in its day-to-day operations. This enabled a more deliberate approach to business performance, resource allocation and the decisions required to deliver against organisational objectives.

What began as support through a significant career transition evolved into an ongoing advisory relationship, providing V with independent perspective and challenge as she navigated increasingly complex business and leadership responsibilities.

“Having a senior, independent perspective as I navigated the biggest career opportunity of my life has been truly invaluable.”

— V · GM, Tech