The problem
Apex Health had raised a $40M Series B on the back of strong product traction — but the exec team was drowning. Twelve dashboards, no single source of truth. Quarterly planning was a four-day cage match. Board meetings felt like surprises.
Growth had slowed for two consecutive quarters and nobody could agree on why.
Our approach
We embedded with the CEO and her three direct reports for ninety days. Week one was diagnosis: shadow the exec team, audit every recurring meeting, interview the top fifteen ICs. By week three we'd retired four standing meetings and rewritten two more.
From there we designed a single operating cadence: a weekly business review tied to four north-star metrics, a monthly strategy review, and a quarterly planning ritual that finished in a single afternoon. Every artifact was templated. Everything was in one place.
“For the first time, our exec meetings end with a decision and a name next to it. We don't re-litigate the same conversation three weeks later.”
The results
Twelve months after the engagement closed, Apex was growing 38% year over year — up from a single-digit drift the quarter before we started. Time from idea to shipped feature fell by 42%. The exec team rated their operating cadence 9.4 out of 10 — and recently extended Northbeam as ongoing leadership advisors.