01
The meeting you have to attend.
You are accountable for the outcome, so being informed quietly turned into being present.
Technical leadership coaching
Your team can do the work. The decisions still come back to you.
The Push helps you understand why?and build the judgment, authority and context that let others move forward, while keeping your involvement where it matters most.
Engineering Managers · Group Managers · DirectorsGrowing B2B SaaS · typically 50–250 people12 weeks · 6 private 1:1 sessions
Start with one real situation. Get a working hypothesis and one experiment before deciding whether coaching is the right next step.
Recognition
Your responsibility grew. What still depends on you?
The question is not whether you should “delegate more.” It is what still genuinely needs your involvement — and what has simply learned to wait for it.
02
The decision that comes back for one last check.
The team can do the work, but judgment still lives one level higher.
03
The strategic work that starts after the meetings end.
Delivery is moving. Your calendar is full. The work only you should do gets pushed to later.
Observed in real work
Not testimonials. Evidence from situations we worked on.
The point is not that every leader has the same problem. The point is that we can look at a live situation, test the first explanation, and see what changes.
Avi · senior R&D leader
Calendar overload → control
From being managed by the calendar to managing the system.
His week was packed with meetings and reactive work. We started by examining which meetings required a decision, what he actually needed to ask for, and where his presence was unnecessary.
Over the following cycle, he moved toward a more controlled schedule, dedicated 1:1 planning time, and a clearer plan for managing both the team and his own attention.
Observed change: “I’m more precise. I know better what I want to ask. I cut meetings faster.”
Itay · product / engineering leader
30 min
Accountability did not require attendance.
He assumed he needed to attend because the feature was his responsibility.
Experiment: ask whether a decision actually required him. It did not. One meeting disappeared; accountability did not.
Claudia · senior commercial leader
$10M → $20M
Senior involvement can be real — and still worth examining.
She was handling 4–6 escalation meetings a day while finishing one planning cycle around a $10M sales plan.
The work was not “delegate everything.” It was to distinguish where her judgment created business value and where the system had simply learned to depend on her presence.
Business context: after completing that planning cycle, the work continued around a $20M sales plan. The figures describe the commercial scope, not revenue attributed to coaching.
One small step
What comes back to you most often?
Choose the closest pattern. This does not diagnose you — it just gives us a better place to start.
Pick one. Your selection will carry into the diagnostic.
How I work
Do not call it a bottleneck before the evidence earns the diagnosis.
One incident is a story. A repeated pattern, competing explanations and a reversible test give us something useful.
Presence test
“What decision cannot be made if I am not there?”
If there is no good answer, skip one cycle. Ask for the decision and outcome afterward. Then inspect what actually changed.
SEE
See the situation and the system.
Separate what happened from the first explanation.
CHALLENGE
Test the first explanation.
Consider what else could explain the situation.
MOVE
Choose one real leadership move.
Try one manageable change with clear boundaries.
READ
Notice the response.
Compare what happened with what you expected.
ADJUST
Decide what comes next.
Keep, change or stop based on what you learned.
The engagement
One live leadership problem. Six cycles of diagnosis, action and evidence.
The Push is a 12-week 1:1 coaching and advisory engagement. We work on the real decisions, people, meetings and constraints in your role — not a generic leadership curriculum.
12
Weeks
Enough time to observe patterns and test behavior in real work.
6
Private 1:1 sessions
Biweekly coaching + advisory around a live leadership problem.
1
Problem worth changing
We start with one situation that is already costing you attention, leverage or strategic capacity.
Decision mapWho owns which decisions and where escalation belongs.
Bottleneck trackerWhat keeps returning to you and why.
Stakeholder mapWhere context, alignment or authority is missing.
30/60/90 planObservable operating changes to test and keep.
Fit
Sometimes coaching is not the answer.
If the real constraint sits in the organization rather than in how you are operating, the useful move is to name that clearly — not force it into a coaching problem.
Strong fit
- Your scope has grown, but too much judgment still routes through you.
- You lead capable people and want more leverage without becoming disconnected.
- You work through managers, cross-functional dependencies or a growing leadership layer.
- You are willing to test changes between sessions.
Probably not a coaching problem
- You do not have the authority the role requires.
- The team is materially understaffed.
- The core issue is specialist technical expertise.
- The role or organization design is unresolved.
- A capability gap is better solved through hiring or training.
Itay Foyerstein
I have spent most of my career inside the problems I now coach.
For 25+ years I have worked across technology, product, delivery and organizational change — from hands-on execution to cross-functional programs, consulting and leadership work.
Across that career, I have worked with teams and organizations including ServiceNow, Amdocs, Taboola, Claroty, EY, 888 and others. That work included environments where product, R&D and business had to make decisions under pressure, recover delayed delivery, reduce operational friction and build systems that did not depend on one person holding everything together.
The coaching is practical because the work is practical: real people, real trade-offs, real accountability, and decisions that still have to ship.
25+ years in technology & delivery1000+ coaching hoursServiceNow · Amdocs · Taboola · Claroty · EY · 888Technology · Product · Delivery · ConsultingHebrew + English
More about my backgroundLinkedInStart with your case
Start with one real situation.
Bring one current decision, review, escalation or meeting that keeps coming back to you. Examine a working hypothesis and one manageable experiment before deciding whether to talk.
Case → Context → Hypothesis → Experiment
No leadership score. No assumption that coaching is the answer. No call required to see the result.
What you should get back
Observed patternWhat appears to be repeating
Most likely explanationAuthority · Context · Capability · Risk
Evidence against itWhat would make this hypothesis wrong
Reversible experimentOne change to test in real work
Next stepSelf-serve · coaching · organizational change