You have been circling the same decision for months.
The data is in. The board has weighed in. You still have not made the call. Sea Suite is two days in Jacksonville Beach, half boardroom and half ocean, where the structural decision gets made and stays made.
When I need to think, and everything is on the line, the boardroom is the last place I want to be.
Nigel Green
The next step
A confidential exploratory conversation.
Not a discovery call. Not a pitch. Thirty minutes on the decision you are actually carrying, and my read on what it really is.
Thirty min
One call. No preparation, no deck, nothing to send ahead.
You
Describe what you have been circling and how long you have been circling it.
Nigel
Tells you what he thinks the actual decision is. Out loud, on that call.
Then
If it is a fit, a proposal follows. If it is not, he says so plainly.
Sea Suite runs a small number of decision days each year. Everything said stays between the two people in the room.
Format
Two days, one client
Where
Jacksonville Beach, Florida
Investment
$10,000
You leave with
1 to 3 decisions, made
You do not have an information problem
More data will not move you. Another meeting where everyone gets heard and nobody decides will not move you. A consultant who hands you forty-seven more options will not move you.
The constraint is not what you know. It is that the room you are deciding in is the thing preventing the decision. Every incentive in a boardroom rewards the answer that sounds defensible. Conviction rarely sounds defensible on the day you have it.
Not deciding is a decision. It is a bad decision.
And it compounds. The longer you circle a call, the less you trust yourself to make the next one. That cost never shows up on a statement. It shows up as a founder who has quietly stopped believing he is the person who can decide.
What counts as structural
Not a tactic. Not a hire. A decision that changes what the business is, that cannot be delegated, and that no committee will make for you.
- Kill the product line.
- Stop defending a thesis you have outgrown.
- Restructure the team.
- Replace the CEO, or back him one more quarter.
- Concentrate the market bet.
- Write it down, or double down.
- Replace a leader you hired yourself.
- Decide which asset gets the next dollar.
- Sell the business.
- Be the dissenting voice in the committee, and mean it.
Who runs it
I have been hired two hundred times to fix the number. It was almost never the number.
Nigel Green. Two exits as an operator. More than two hundred sales organizations assessed, which is two hundred companies seen from the inside, at the moment they were struggling. Fifty-plus CEOs advised through calls that don't get delegated, including selling the business and firing a partner. Author of Revenue Harvest and the Amazon number one How to Hire Elite Salespeople.
Companies called about the pipeline. The pipeline was the symptom. The strategy, the org design, the leadership bet, the segment focus- those were the disease.
Two hundred assessments are not two hundred sales credentials. They are two hundred diagnostic reps, and they are the reason a real problem can be named in the first twenty minutes of a conversation.
Jacksonville Beach, Florida. The boardroom is where the options get built.
How the two days are built
Two to three weeks before you arrive, the diligence runs: financials, customer and margin patterns, stakeholder interviews that go past the executive team to direct reports, customers and investors. A pre-read lands forty-eight hours out with what was found and which decisions are actually on the table.
You arrive with nothing to prepare. There is no deck to build.
Day one
Remove the interference.
- On the water. Surf, or the flats. No agenda, no phones. Nigel takes the phone.
- Boardroom. Everything on the table, including what you have been avoiding.
- Distillation. Dozens of concerns reduced to the 1 to 3 decisions actually governing the trajectory.
- Dinner. The decisions sit overnight. On purpose.
Day two
Wrestle the consequences.
- On the water. The real cost of each option gets tested where it is hard to posture.
- Boardroom. The call gets made by you, scored by you, not by Nigel.
- Roadmap. Sequenced execution built against the decisions just made.
- You leave with conviction. Nothing left to revisit.
Indecision is Expensive. Why capable executives stall with all the information in hand, and what ends it.
What you leave with
Conviction
1 to 3 structural decisions, made and owned. Nothing left to revisit.
CEO scorecard
The few measures that tell you the decision is working.
Implementation plan
Sequenced execution against the decisions. Not a wish list.
90 days of follow-through
A series of sessions to keep the decisions held after the room is gone.
$10,000 includes all of it. Diligence and prep, both days, every deliverable, accommodations at the Sea Suite house, and the full ninety days. Travel is not included.
What has come out of it
Andrew Bruhl sold wellness programs to mariners one at a time, and he was good at it. He gave it up to sell to the companies that employ them.
4
corporate contracts signed in 45 days
2x
revenue more than doubled over the same period
3,200+
mariners covered every month, up from 113 individual customers
He did not have a pipeline problem. He had a business quietly running on the wrong customer. That is invisible until somebody puts it on one page in front of you. Read the case study.
It's only been six months, but revenue has stayed consistent while EBITDA doubled.
Peter Goodwin, CEO, Groove Life
I came in with low expectations, hoping we'd achieve alignment on an issue we'd been stuck in for years. I walked out with a plan we'd both agreed to and could execute against.
Dave Dyer, CEO, Manifesto Agency
The room this happens in
Nigel bought a house for this.
Walking distance to a private boat ramp. A short drive to The Poles. It sleeps four. It is discreet, which matters when the thing on the table is killing a product line or replacing a leader who does not know it yet.
It is not a venue with a view. It is the room where the decision gets made, and it happens to sit a hundred yards from the boat.
The Sea Suite house. Mayport, Florida. The table, and the walk out.
Who this is not for
Anyone who hides behind we when I would be honest.
Anyone treating consensus as a substitute for conviction.
Anyone performing for a board rather than deciding for a business.
Anyone who needs the committee to tell them what they think.
The test is not whether a committee exists. Partners answer to an investment committee by design. The test is whether you carry conviction into the room or wait to see where the room lands.
If you are shopping executive coaches, this is not for you.
Not there yet
Then name the
decision yourself first.
Dirtbag Decisions is Nigel's own receipts. The structural calls he made across two exits, what each one cost him, and where he was standing when he finally made it. It ends with the work: the one to three decisions you have been carrying, written down in your own hand.
Most people who finish it find they already knew the answer. The ones who still cannot decide are the ones this was built for.
No email required. Forward it to whoever needs it.