Crossing the Tightrope: Leading Through Change

As CEOs of professional services firms, we often tell our clients, “What got you here won’t get you to the next level.” We say it with conviction because we’ve seen it play out at companies of all kinds.

But every so often, life hands us the humbling opportunity to take our own advice.

For me, that moment came this June, after a tough first half of the year. Our biotech clients were navigating macroeconomic and geopolitical headwinds — FDA slowdowns, tariffs, and a wider assault on science — which created a tougher, more competitive RFP environment for agencies like ours. Business became harder to win, and while our pipeline remained robust, our forecast for the year diminished. The gap to goal was real. I was scared.

I had to confront the truth: what got us here would not get us there. That meant letting go of blind faith in a turnaround and facing our current state not as a personal failing, but as a growth edge — a chance to lead differently.

With my Advisory Board, we considered four strategic levers:

1. Reduction in Force
2. Non-renewal of our office lease
3. Strategic pivot
4. Exploring M&A opportunities

We mapped pros, cons, and cultural implications. In the end, we chose to downsize, renegotiate a short-term lease, stay the strategic course, and hold off on exploring M&A until we were back on solid ground.

Trusting my gut while challenging my thinking was like walking a tightrope.

Here’s what helped me lead the organization through that uncertainty — a playbook I hope other CEOs will find useful:

My 7-Point Playbook for Leading Through Change

1. Face Reality Fast — Don’t let hope cloud the hard numbers.
2. Seek Outside Perspective — Advisors can validate instincts and challenge blind spots.
3. Prioritize Alignment Before Action — Ensure leadership clarity on direction and expectations.
4. Make Decisions Decisively — Once the call is made, commit fully.
5. Hold to Core Values — They’re your guide when everything else feels uncertain.
6. Double Down on Culture — Even while driving business development, keep the team connected and motivated.
7. Trust the Team to Step Up — Discomfort often unlocks hidden capacity.

The Result

Clear-eyed realism, advisor input, decisive action, and a united team got us through.

Today, the industry tides are shifting. Our slump is in the rear-view mirror. We’ve seized new opportunities, won business, expanded our SME contractor bench — and while we’re still running slightly behind, we’re running together.

I’ve learned that growth at the next level means taking tough advice yourself. It’s about meeting reality head-on, acting decisively, and trusting your team to rise with you.

Sometimes, the greatest leaps come after you’ve crossed the tightrope.