Executive Coaching for High-Tech Leaders
Scaling a high-tech company breaks leaders faster than it breaks technology. The roadmap is the easy part. The hard part is leading people through constant change, holding a team together when the pressure never lets up, and making decisions with incomplete information while everyone waits on you. If you came up through the technical ranks and now find the leadership demands outpacing the playbook that got you here, this is coaching built for exactly that gap.
The leadership gap in high-tech
High-tech companies promote their strongest technical contributors into leadership and then act surprised when the transition is hard. The same intensity and precision that made you exceptional as an individual contributor can work against you as a leader. You may hold too tightly to technical decisions, struggle to delegate work you could do faster yourself, or find that the directness your peers respected now lands differently when you are the one in charge. None of this means you are a bad leader. It means you are leading without a model built for who you are.
A coach who has been in the room
Will Ferry led technical teams for more than twenty years at companies spanning aerospace, robotics, and electronics, including Pratt & Whitney Canada, Genesis Robotics, and Molex. He holds a PhD, is a registered Professional Engineer, and carries ICF (ACC) and CPCC coaching credentials. He has sat in the chair you are in, accountable for technical outcomes and for the people delivering them, with the executive team asking why it is taking so long. That lived experience is why the coaching gets to the real issue quickly instead of spending months learning your context.
What changes
Technical leaders who work with Will build the capacity to lead at the next level before the role demands it. They get clearer about which decisions are theirs to make and which they should be developing their team to own. They learn to manage their energy as deliberately as they manage their roadmap, to communicate up in a way that builds trust rather than alarm, and to lead through uncertainty without absorbing all of it themselves. The work runs six to twelve months because leadership capacity is built, not installed.
Looking for our full coaching offering?
See everything included in 1:1 Executive Leadership Coaching, from outcomes and client wins to how engagements are structured.
1:1 Executive Leadership CoachingCommon questions
What kind of leaders do you coach?
Technical leaders at high-tech and industrial companies: VPs of Engineering, CTOs, directors, and senior managers who came up through a technical discipline and now carry leadership accountability. The common thread is depth in a technical field combined with the pressure of leading people through growth and change.
How much does executive coaching cost?
Coaching is priced per engagement to reflect the six to twelve month arc of real change, not per session. The exact investment depends on scope and cadence and is best discussed in the introductory conversation.
What is the 70/30 rule in coaching?
It refers to the balance in a strong coaching engagement where the client does most of the talking and thinking, roughly seventy percent, while the coach listens, reflects, and asks the questions that move things forward, roughly thirty percent. Coaching is not consulting. The answers that last are the ones you reach yourself, with the right challenge and structure around you.
How do we know if it is a good fit?
That is what the introductory conversation is for. You talk through what you are facing, you experience how Will coaches, and together you assess whether the chemistry and the timing are right before anyone commits to an engagement.
Book an introductory conversation
A focused sixty minutes on what you are navigating and whether working together makes sense. You will leave with a clearer view of your next move regardless of what you decide.
Subscribe to Stress-Tested
A twice-monthly newsletter with leadership insights that hold up under pressure. Written for technical leaders, engineering managers, and founders of industrial and high-tech companies, by Dr. Will Ferry, PhD P.Eng.