A 90-day review for a newly appointed CEO, sponsored by the chair, the investor or the search firm that placed them.
You chose this CEO for what they did in their last role. Their judgement, their pace, the way they held a team together when things got difficult.
Then the new role starts. A new board. Investors who want an answer by Thursday. A first quarter that misses.
Under that pressure, the strengths you hired can turn into old reactions. Holding on to every decision. Pushing back on the chair before the question is finished. Moving too fast, or waiting too long to move at all.
The plan is rarely the problem. What the person does when the pressure lands decides whether the appointment holds.
The thing that got them here is still on duty.
Earlier is better. A pattern costs far less to change in month two than in month ten, when the board has already started to talk about it.
Onboarding support usually works on the plan: priorities, stakeholders, the first 100 days.
I work on the person carrying the plan, and on what takes over when the pressure hits. Most of those reactions were learned long before this role, often long before any career. Telling someone to stay calm in a board meeting doesn't reach them.
In my method, a reaction is updated where it was first learned. So it changes at the source, and the CEO doesn't have to hold it down by effort every time the chair pushes back.
The work is timed so at least one board meeting falls inside it. That is where the pattern shows, and where you will see the change for yourself.
A confidential briefing with you, the sponsor, on what you need to see hold. Then an intake with the CEO to map what takes over under pressure, and where it was first learned.
One-to-one work with the CEO using the Release Rewire Reclaim™ method, with short-notice access before and after the moments that count: a board meeting, a difficult investor call, a first hard decision on the team.
A debrief with the CEO, then a short report to you and a recommendation for the rest of the first year.
At the end you receive a short report on changes you can check with your own eyes: how the CEO handles challenge from the board, how decisions get made and who owns them, how fast they recover after a conflict, and whether the senior team speaks more directly.
The report covers what changed. Never what was said.
Everything the CEO shares in our sessions stays between the two of us. You and the CEO both agree to this in writing before we start. A CEO only does real work when they know it is safe, and you only get real change when they do.
Katja Matosevic is an Executive Performance Specialist and the founder of MINDIVE, based in Modena, Italy. She works with founders, CEOs, boards and elite athletes on what takes over a high performer under pressure. She has worked inside international law firms with partners and associates, and with professional athletes performing when the stakes are highest. She received the Global Women of Choice Award for Subconscious Reprogramming in 2025. 86% of her clients come through referrals. She works in English, Italian and Croatian.
You made the decision. The first year decides whether it holds.
Every inquiry comes straight to me and is held in confidence. I reply within two working days.