West Executive Advisory Services
Your challenges don’t fit into service categories. Neither should your advisor.
What begins as an individual leadership challenge may involve the team. A team issue may reveal something broader in the organization. And the challenge you start with may not be the one that matters most.
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Ron J West works alongside senior leaders and their teams as an experienced, independent advisor—helping them understand what is really happening, question assumptions, make sound decisions and turn those decisions into action.
An ongoing advisory relationship gives you direct access to Ron and the flexibility to use his time wherever it can make the greatest difference—working with an individual leader, a team, or more broadly across the organization. The work follows the need, rather than forcing the need into a predefined service.
Over time, Ron gets to know your organization—its history, culture, people and context. He becomes close enough to understand what is happening, while remaining independent enough to question what others may take for granted.
Meet Your Advisor
Ron spent the first part of his career as a business leader and executive, responsible for people, performance and results. He understands the pressures behind a leadership decision, including what it can cost the business and the people who have to carry it out.
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For more than a decade, he has worked with senior executives, leadership teams and major organizations. He has coached more than 500 executives, with long-term relationships at Samsung and Atlassian. Over time, that work increasingly extended beyond the individual leader—to executive teams, organizational change and the systems surrounding performance.
Working Together
Work often starts with a specific challenge and evolves naturally. A conversation with a leader might reveal that the team isn’t aligned, or work with a leadership team might reveal a broader organizational obstacle. As priorities shift, the advisory support adapts without needing a new contract or project reset.
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Where Ron spends his time depends on what you need. At one point that may mean working privately with a leader; at another, working with the team, facilitating a critical conversation, designing a workshop or helping address a wider organizational challenge.
That continuity makes a real difference. Ron gets to know your company culture, language, history and past efforts, so you never have to start from scratch or re-explain the context when a new challenge arises.
Operating outside internal politics, Ron can offer candid, thoughtful perspectives without needing to defend an internal role or predetermined solution. You get clear reasoning, honest feedback and room to push back, disagree and think together.
“We did not burn time on areas that would offer small/slight impact… He understood our business and much of the uniqueness about it.”
Using AI in the Work
Advice is easy to find. Knowing what applies to your situation still takes judgment.
Ron uses AI extensively in his own work and expects clients to use it too—including to challenge his thinking. It makes it possible to explore more ideas, analysis and alternatives, more quickly than ever before.
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But producing an answer is not the same as knowing what to do.
The harder questions are often: What applies here? What are we missing? What will work in this organization, with these people, at this moment?
AI expands what can be explored. Ron brings decades of experience and a growing understanding of the organization to help leaders make sense of it and turn what matters into action.
Developing Leaders Through Real Challenges
Insight matters when something changes.
Rather than separating leadership development from the problems leaders and teams are actually facing, Ron works with those problems directly. Together, they examine what is happening, question assumptions, try different approaches, learn from what happens and adjust.
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That might mean helping a leader approach an important conversation differently, working with a team to resolve an issue that is getting in its way, or recognizing that what appeared to be a people problem is actually rooted somewhere else in the organization.
The aim is not simply to provide recommendations. It is to help leaders make better judgments, take purposeful action and learn from the results.
“Through his thought partnership, we were able to take important steps forward in maximizing our management team’s strength and potential.”
The Advisory Arrangement
An advisory relationship reserves an agreed amount of Ron’s time each month. That time can be used with an individual leader, their team or elsewhere in the organization, without a new agreement each time the need changes. Clients work directly with Ron throughout.
Relationships typically begin at $3,000–$5,000 per month. Time can be combined across months when a retreat, workshop or longer session makes that useful.
There is no fixed term. The arrangement can be increased, reduced or ended with 30 days’ notice.
When the work involves both an individual leader and their team or organization, appropriate individual confidentiality is maintained.
Have a Conversation with Ron
If someone recommended Ron to you—or something here sounds like a situation you are facing—the next step is simply a conversation.
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There is no need to choose a service or arrive with a complete brief. The purpose is to understand what is happening, explore whether Ron can help and see where the work might begin.
Advisory Services FAQ
What exactly are Advisory Services?
Advisory Services give your organization ongoing access to me as an experienced external developmental resource. Rather than buying a predefined program, workshop or coaching package, you reserve a small allocation of my time each month and use it wherever it can create the greatest value. Over time, I build a deeper understanding of your people, culture, challenges and priorities.
How is this different from executive coaching or consulting?
It can include both, but isn’t limited to either. I might coach an executive, work with a leadership team, advise an HR leader, facilitate a workshop or help design a developmental experiment. I don’t arrive with a predetermined solution. I bring an experienced outside perspective, challenge assumptions and help determine what the situation actually requires.
How does AI fit into the work?
I actively encourage leaders, teams and HR partners to use AI alongside our work—asking it the same questions, testing our thinking and exploring alternatives. AI is a powerful thinking partner, but it doesn’t replace human judgment. The opportunity is to combine both, developing the judgment to know what to ask, what to trust, what to challenge and ultimately what to do.
How do you protect confidentiality and privacy?
Confidentiality is fundamental. Conversations may be recorded solely to create accurate summaries, actions and developmental insights, then permanently deleted. Any retained insights are anonymized, and client information is never used to train public AI models. The goal is a trusted space where leaders can speak candidly, explore difficult issues and think out loud.
Who is this designed for?
Primarily organizations and senior leaders navigating complexity, growth or significant change—particularly where established approaches are no longer enough. It works especially well when leaders want an experienced outside thinking partner who can understand their context, challenge their thinking and work across individual, team and organizational issues rather than staying within a single functional box.
What can we use the time for?
Almost anything connected with leadership, people, teams, culture or organizational development: executive conversations, team sessions, work with HR or L&D, facilitated conversations, workshops, organizational diagnosis, reviewing an initiative, designing an experiment or making sense of an emerging challenge. The principle is simple: the time moves to where it can create the greatest value.
How exactly does it work with individual leaders, their teams and groups?
The work can move fluidly between all three. I might work one-to-one with a leader, join them with their team, or facilitate a larger group around a shared priority. Because it is one advisory relationship, the work remains connected while appropriate individual confidentiality is maintained. The focus can shift as needs emerge without requiring a new engagement.
Do we need to know exactly what we need before we begin?
No. Often organizations know something needs attention before they know precisely what intervention is required. That is part of the value of the relationship. We can use the early work to understand what is happening, identify what matters most and determine together where the available time and attention will have the greatest impact.
How does the monthly arrangement work?
You reserve an agreed number of hours each month and use them flexibly across the organization. When appropriate, hours can also be carried forward and accumulated—for example, to facilitate a leadership retreat or more substantial team session. This provides continuity month to month while giving us the flexibility to use the time when and where it creates the most value.
Are we committing to a long-term contract?
No. The intention is to build an ongoing relationship because accumulated context makes the work increasingly valuable, but this is deliberately different from a fixed six- or twelve-month engagement. The level of support can evolve as your needs change, and the advisory relationship can be adjusted up or down, or ended, with 30 days’ notice.