Joelle Gropper Kaufman

Executive performance coaching for newly hired and promoted revenue leaders — CMOs, CROs, VPs of Sales and Marketing — in venture-backed and PE-owned B2B technology and healthcare companies. The work concentrates on three things that decide whether a new executive succeeds or stalls: executive voice — how they show up in the room, on stage, and under pressure; executive communication — the board narrative, the all-hands, the hard conversation with a peer or direct report; and the operating habits that accelerate time to impact and turn individual talent into a team that performs without the leader in every room. The underlying problem is well documented: 50% of executives in new roles underperform or leave within 18 months. The skills that got them the seat rarely keep them in it, and their sponsor doesn't have the time or objectivity to close that gap. My approach draws on 25 years as a five-time CMO and CRO — carrying quota, reporting to boards, rebuilding teams through acquisitions — combined with the Process Communication Model (used by NASA for astronaut selection), Positive Intelligence saboteur mapping, and my proprietary Curveball Method. In the first 90 days I diagnose how the executive communicates, where their voice is landing, and which habits from the last role are now liabilities. From there we build the operating system this seat requires. Engagements run six to twelve months. Outcomes: full productivity in 4–6 months (vs. 12+), tenure of 4+ years (vs. 18 months), teams that exceed targets. Sessions are active: role-playing board presentations, rewriting talk tracks, restructuring QBRs, drafting the hard message in the exact language that person will hear. Clients leave with plans and language, not journal prompts. Clients and portfolio companies have included Instructure, OpenAI, Signifyd, UCSF, Zuora, Parcha.ai, and NexHealth, along with leaders from Google, Blackhawk Networks, and Vida.

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Highest Honors, Distinction