Case studies
What the partnerships create.
Not just who Philip has worked with — what changed. Every engagement is designed around measurable outcomes: revenue, pipeline, forecasting, conversion, execution and leadership.
Case: Scaling under pressure
See how this works inside a real scaling environment.
Structure, Energy, and Performance Under Pressure
Einar Michaelsen — Founder of Cirkulær and Circular Resale
The starting point
Einar leads two fast-growing companies. The challenge was never motivation — he has that in abundance. The challenge was capacity over time. Mondays started reactively, the priority list was always longer than the time available, and energy fluctuated with the pressure. He didn't want to work less. He wanted to function better.
The approach
The collaboration was built on three principles: structure before pace, capacity before optimisation, small adjustments before big changes. The core was weekly calibration — 15 minutes every Sunday to evaluate the past week, clarify the top priorities, and make sure energy-giving activities actually had a place in the calendar. Instead of optimising productivity in isolation, we worked with energy as a strategic resource — including an identity shift from "I want to exercise more" to "I am someone who exercises every day."
Results
During this period, the companies launched four new pilots, opened two new stores, and operated at a high growth pace. The difference isn't felt as more work, but as:
- More stable energy
- Clearer priorities
- Greater capacity over time
- Lower risk of overwhelm
Who this is for
Founders and leaders with high levels of responsibility — who are already performing well, and who want to operate at an even higher level.
“Structure can feel rigid. In practice, it creates flexibility.”
Einar Michaelsen, Founder of Cirkulær and Circular Resale
In short: Einar didn't need more pace or more motivation. He needed structure and capacity. Through systematic work on decisions, energy, and priorities, he has gone from reactive growth to deliberate capacity.
The commercial outcomes
Coaching is the method. Business performance is the goal.
Human capacity and commercial capability are built together — and the result should be visible in the pipeline, on the P&L and in how the organisation executes. Engagements are designed around outcomes you can measure.
Revenue growth
A commercial engine that produces revenue predictably, quarter after quarter.
Larger pipeline
More qualified opportunities, created by structure and cadence rather than heroics.
Better forecasting
Forecasts leadership can trust, built on shared process and honest data.
Higher conversion rates
Deals won at a higher rate because execution holds when the pressure is on.
Faster execution
A shorter path from decision to action, with fewer priorities and clearer ownership.
Stronger leaders and teams
Self-leading individuals and high-performing teams that carry the ambition themselves.
What founders and leaders say
Let's talk
This work has to be the right fit for both of us. If you recognise what I've described, a short conversation is the best way to find out.