Sam was brilliant. Numbers came easy. Running incredibly complex tax models and analytics that were beyond most of his peers were second nature to him. For most of his career, that was enough to make him indispensable.

Then AI showed up. Suddenly, the work Sam had mastered, the stuff that once took days of focus, was being done in minutes. Faster, cleaner, cheaper, and actually much better and more comprehensive. His edge was disappearing right in front of him.

Big stage moments never feel small. Whether it’s your first partner meeting, your Broadway debut, or stepping onto the field as a rookie in your first professional game, the nerves hit hard. That doesn’t mean you don’t belong. It means you’ve earned your place and the moment matters.

When you’re starting out in any professional services business, whether it’s coaching, law, or consulting, it’s easy to get caught up in trying to sell yourself. You feel the pressure: you need clients, you need the next sale, and you need it now. So you put yourself out there, share your qualifications, pitch your services, and hope someone bites. I sincerely believe the real key to success isn’t about pushing a service or closing a deal. It’s about relating deeply and authentically with your clients.

Non-equity partner roles aren’t just a law firm thing anymore. Many mid-sized and large accounting and consulting firms now use similar titles to designate high-potential leaders who haven’t yet taken on an equity partner role. It’s become the proving ground for those expected to lead the firm into the next generation.

In the legal profession, 86 of the Am Law 100 now have non-equity tiers. Thirty years ago, it was under 30. These roles give rising leaders three to five years to demonstrate they can build relationships, lead teams, and grow the business. Some make it. Some don’t. The difference often comes down to how well they’re coached.

Since launching The Schuckman Group, I’ve had a lot of conversations about leadership, coaching, and growth. One theme keeps coming up: the need for real Pursuit leadership.

Firms like my former firm, a global accounting and consulting firm, know that having the right resources to lead a competitive pursuit can tip the scale between losing and winning. Firms that don’t have those talented Pursuit resources often fear that building a full in-house Pursuit team can be expensive, and the roles involved (especially those tied to writing and coordination) are being rapidly reshaped by AI.

So how can firms get the strategic support they need, win more work, and still manage their investment?

Leaders today are under intense and mounting pressure. AI is moving faster than most business models can absorb. Political and regulatory uncertainty is constant. Clients want more value, faster. Teams are stretched thin. The economic outlook feels fragile. And yet, through it all, leaders are expected to drive results, maintain a strong presence, and deliver growth.

I’ve partnered with Dr. Jennifer Byrnes—an expert in behavioral science and a longtime friend—to create a training experience built for the leadership challenges of 2025—and we’ve authored this article to describe the details behind our program.

For years, the first week of July was a full stop. At the global firm where I spent most of my career, the July 4th holiday meant a complete shutdown—no calls, no client work, just a rare stretch of quiet in an otherwise relentless calendar.

It was always a good time to reflect. But this year, the pause feels different. Because this year, I’m not going back.

This week marks the beginning of something I’ve long planned for. A new chapter I’ve been building toward for quite some time. It’s not an end. It’s a launch…

Crossing the finish line of a major accomplishment can bring a mix of pride, disorientation, and reflection. I remember finishing my first half Ironman after months of disciplined training. I expected triumph. What I felt was: Now what?

That feeling isn’t rare. I see it often in leadership coaching—especially when someone earns a hard-fought promotion. After years of commitment, resilience, and sacrifice, reaching senior leadership can feel like the top of the mountain. But that summit often comes with unexpected solitude.

This piece is about what comes next—why senior leadership can feel lonely, and how the right executive coach can make all the difference.

When people think about coaching, they usually picture one-on-one sessions—a coach and an individual working through goals, challenges, or opportunities. And that’s understandable; one-on-one coaching is the most well-known coaching format. But team coaching can be equally, if not more, impactful. As someone who has worked extensively with teams, I’ve seen firsthand how transformative it can be. One particular experience with a leader named David and his team reinforced just how powerful this approach can be—both for the team and for me as their coach. 

In my nearly four decades of working at a large accounting and consulting firm, I’ve had the privilege to observe, collaborate with, coach, and advise some of the most accomplished professionals across a variety of industries. These experiences, spanning companies, continents, and cultures, have led me to one profound realization: not only does everyone in business benefit from having a coach, but the right coach—one with both deep coaching expertise and practical business acumen—can be a game-changer.