Prepared for Eldridge · August 2026
Leadership development, scoped together.
Three tracks to explore, the evidence trail behind them, and the coaches who would deliver it.
Launch path
Where the theme appears across six months
The theme becomes the participant's own situation. The coach is not teaching delegation, they are working the specific thing this manager is holding onto and why. Direction is set by the participant, so no two managers work it the same way.
- Walk me through the last thing you almost handed off but didn't. What stopped you?
- What are you still doing yourself that someone on your team could own within 90 days?
- When you hand something off, what does finished sound like when you describe it out loud?
- Where are you the bottleneck on your team right now?
- Tell me about a handoff that went badly. What did you conclude from it, and is that conclusion still serving you?
- Whose growth is on hold because you are still carrying this?
- What would you need to see to trust this to someone else next quarter?
Not a lecture. A facilitated room where managers discover their peers are stuck on the same thing. The value is the realization that the person two desks over is also rewriting their team's work at 9pm.
- What is one thing on your plate right now that you know, honestly, should not be yours?
- What is the story you tell yourself about why it has to be you?
- For the person who just shared: what would you need to know to feel comfortable handing that off?
- Where in this organization does delegation get rewarded, and where does it quietly get punished?
- What is one handoff you will make before we meet again, and who will you tell?
The workshop is where the cohort gets shared language. Content-led and built for Eldridge's environment, so the examples are recognizable rather than generic. This is the piece that can extend beyond the coached cohort if you want the vocabulary to travel.
Delegation and Accountability is scored by each participant and their manager at baseline and again at close. The movement on that one competency is reported at the cohort level, so the theme you selected is the same theme you see a number against in month six.
Every stage produces a deliverable Eldridge receives. This is the evidence trail from baseline to quantified behavior change.
Program design locked
Tracks, cohort sizes, and curriculum themes confirmed. Eldridge selects the competencies every participant is measured against, so the yardstick is yours before anyone is coached.
Baseline established
Participants complete the welcome survey and self-assessment, managers complete an alignment assessment of each participant, and EXEC leaders collect targeted stakeholder input across two to three priorities. Coach matching runs in parallel with participant input on fit.
Coaching in motion
Biweekly 1:1s, group coaching every six weeks, and Together workshops on the themes you selected. Engagement is visible from day one, not reported after the fact.
Midpoint readout + EXEC sponsor alignment
A working session with your account manager: progress against baseline, what the cohort is working on, and any adjustments to themes or cadence. EXEC engagements hold their midpoint sponsor alignment here, so senior-leader progress is reviewed against the outcomes set at kickoff.
Quantified behavior change
Participants and their managers repeat the assessment. EXEC leaders collect post-engagement stakeholder feedback. The delta between baseline and close is the number this program is accountable to.
Each of these started as a finding in Eldridge's own engagement survey. Flip the board to see the observable change, and where it shows up in your data.
New managers asked for structured training and are figuring the job out alone.
Every new manager runs real 1:1s, delegates with clear expectations, and gives feedback that lands, with a coach in their corner.
Managers aren't clearly communicating expectations or development frameworks.
Expectations are set, said out loud, and revisited. Teams know what good looks like and where they stand.
Employees keep asking what the next level actually looks like.
Managers hold real growth conversations. High performers can name their path instead of shopping for one elsewhere.
Difficult performance conversations get deferred, softened, or escalated upward.
Managers address performance directly and early. Problems get smaller instead of older.
Senior leaders want to develop their leadership style but have no confidential space to work on it.
The people around each Exec leader report observable change against the priorities set at kickoff.
Growth over the last 18 months outpaced the leadership bench behind it.
A cohort of managers developing together across offices, with a shared vocabulary and a peer network that outlasts the program.
Re-run the same survey questions that surfaced these findings. The before and after gets measured on Eldridge's own instrument, not ours.
Portal dashboards and the milestone reports in the Evidence Timeline carry the numbers along the way, so none of this waits until month six to be visible.
Illustrative matches for Eldridge from the Boon bench, spanning the Grow tracks, group coaching, and Exec.
Renée Motley
Harvard BA · Stanford MBA
Renée coaches operators and rising leaders navigating exactly what a new manager faces: new roles, expanded mandates, scaling teams, and leadership transitions. Before coaching full time, she spent more than a decade across finance, venture capital, and startup operations, beginning at J.P. Morgan as a client portfolio manager, moving into early-stage venture with Harlem Capital, PayPal Ventures, and Rough Draft Ventures (General Catalyst), and serving as Head of Internal Strategy and Operational Insights at Robinhood through a period of rapid growth.
An ICF-certified coach trained through the Newfield Network and Co-Active Training Institute, Renée is an Arbuckle Leadership Fellow of the Stanford Graduate School of Business. Her style pairs reflective inquiry with targeted challenge and structured accountability, tying insight to concrete commitments and measurable follow-through.
Tammy Ouverson
FINRA 7, 24, 63 · ICF PCC
Tammy brings nearly 30 years in financial services, including vice president and head-level roles at Voya Financial, ING, OneAmerica Financial Partners, and PCS Retirement, spanning business development, sales, relationship management, and field distribution across startups and established enterprises. She still holds her FINRA Series 7, 24, and 63 registrations.
An ICF Professional Certified Coach and CPCC, certified in Everything DiSC and the Leadership Circle Profile, Tammy is an honest, direct thinking partner. She slows things down to explore the patterns that repeat and what is quietly driving decisions under the surface, so leaders can act with clarity, intention, and impact.
Rhys Gwyn
Coached at SAP · ASML · Oliver Wyman · NYU MS
Rhys spent more than two decades in corporate leadership, rising to Managing Director at Goldman Sachs, where he managed teams inside one of the most demanding client-facing environments in finance. For the past seven years he has coached as an executive and team coach across technology and management consulting, working with leaders at organizations including SAP, ASML, and Oliver Wyman.
He holds a Master of Science in Executive Coaching and Organizational Consulting from New York University, an ICF Level 2 accredited program. His approach is systemic: helping leaders improve team performance and navigate the broader organization, with a particular focus on client-facing teams where relationships carry the business.