Building the Bench
“You bring in experts across functions that become true partners to the CEO. You suddenly have a much stronger team on the field without adding overhead.”
Customer, The Advisory Bench
Start with the decision gaps
Then build the room around them.
Diagnosing Needs
The Right Insights Matter
We look for:
- Growth-stage pressure points
- Leadership gaps
- Strategic blind spots
- Missing perspective
- Areas where experience changes outcomes
Selecting Advisors
The Right Criteria Matters
We select advisors based on:
- Relevant operating experience
- Pattern recognition
- Industry understanding
- Practical judgment
- Ability to challenge constructively
The Right People Matter
Depending on the problem, the bench may include:
- Operators
- Industry experts
- Growth leaders
- Financial strategists
- Market connectors
- Former founders and CEOs
Expanding Networks
The Right Access Matters
We help expand access to:
- Experienced operators
- Industry relationships
- Strategic perspective
- Trusted introductions
- Leadership talent
- People who have solved similar problems before
A Glimpse At Who Could Be on Your Bench and What They Bring to the Table
Growth Operator
Scaling operational complexity
Financial Strategist
Capital and cashflow perspective
Industry Connector
Partnerships and market access
Former Founder / CEO
Pattern recognition and judgment
“A true sounding board doesn’t just tell you what to do. They ask questions that make you figure it out.”
Chris Hessler, CEO
A productive Advisory Bench should improve decision-making, not complicate it.
Not every experienced executive makes a great advisor. The wrong person in the room can create just as many problems as they solve. Pay attention to the red flags.
RED Flags:
- Have only tangential understanding of the business and industry
- Dive too deep into operational issues
- Try to make decisions rather than suggesting alternatives
- Talk more than they listen
- Say phrases like "you should do this" instead of "what if we considered this"
- Look backward into the business
- Are not available when you need them
- Fall down on their commitments to you
- Start highly involved and then fall off
GREEN Flags:
- Have a deep understanding of the business and industry
- Stay focused on strategic priorities while maintaining appropriate awareness of operational details
- Suggest alternatives and perspectives that help leaders make informed decisions
- Listen carefully and ask thoughtful questions
- Use collaborative language such as “What if we considered this?” and “Have you thought about…?”
- Focus on the future and help shape what comes next for the business
- Are accessible and available when their guidance is needed
- Consistently follow through on their commitments
- Maintain a high level of engagement and support over time