A newly appointed VP of Operations at a Canadian gold mine was struggling to find footing in their new role. Though technically excellent and deeply respected, early friction with the CEO surfaced after missed deadlines and operational slippage. The issue wasn’t capability — it was calibration. The VP had been promoted for their operational mastery but found themselves pulled back into familiar territory: fixing, managing, and solving problems their directors should have owne

During a period of major organizational transformation, the CEO of a Fortune 500 manufacturing company brought in Nexus Coaching to work with their technically brilliant CFO. While the CFO consistently delivered results, their quiet, analytical style had begun to create tension at the top. The CEO—who valued open advocacy and visible alignment—felt increasingly uncertain about the CFO’s support during high-stakes meetings.

A high-performing General Manager leading one of the company’s key operations faced a pivotal moment during a presentation to senior executives. Despite impressive operational results, their delivery failed to inspire confidence. The message was detailed but flat, leaving senior leaders questioning whether the GM was ready to operate at the next level.

A high-performing Managing Director was widely regarded as a top candidate for promotion. Their dedication, work ethic, and results were never in question—but their leadership style was creating unintentional bottlenecks. As deadlines slipped and approvals stalled, it became clear that the leader’s habit of being involved in every detail was holding both them and their team back.