A private advisory group of 8–10 CEOs who meet monthly to think out loud with people who have nothing to sell them and no reason to flatter them — plus a monthly 1:1 session to work through what's actually on your desk.
You don't have to lead alone.
Through trusted peer relationships, executive coaching, and shared learning, Haven Point Leadership Collective helps leaders become more confident, more strategic, and more effective — while building organizations they can be proud of.
The group stays small on purpose. Ten CEOs is enough to get real range of experience in the room, and few enough that everyone's problem gets real attention — not a turn in a queue.
Small enough that silence in the room means people are actually thinking, not waiting to be called on.
Members are screened so no one in the room is selling against, hiring from, or competing with anyone else in it.
Every member currently runs a company. This isn't a room for advisors, consultants, or people between roles.
The group session builds the collective intelligence. The 1:1 makes sure it actually gets applied to your business, not just discussed.
A 2.5–3 hour video session with the full group, held once a month. Structured, but not scripted — and not always about solving a problem. Some sessions are about stress-testing a decision before you make it. Others are simply a place to think out loud, or vent, with people who've sat in the seat and actually get it.
A private session between you and the facilitator each month, separate from the group. This is where strategy gets pressure-tested and follow-through gets held to.
Consultants sell you an answer and move on. Your team can't be fully honest with you — you sign their paychecks. Board members have their own agenda. A peer advisory group is different: the room only works if the feedback is real, because everyone in it is judged by their own results, not by how well they flattered you.
Every problem you bring has already been faced, in some form, by someone else at the table. You get pattern recognition your own team can't offer.
Members have nothing to sell you and no reporting line to protect. The pushback you get is the pushback you need.
The group remembers what you said you'd do. The 1:1 makes sure it actually happened, not just that it sounded good in the room.
You run the company. Not a division of one, not a co-founder without the final call — the person the decision stops with.
You're past the founding scramble. The business works. Now the questions are about scaling it, protecting it, or deciding what's next.
You're short on peers. Your team looks to you for certainty. You need a room where you don't have to perform it.
You'll actually show up. This works because members commit to the full cadence, month after month — not when it's convenient.
I didn't set out to become an executive coach or peer advisory leader. I simply followed a path that taught me firsthand the opportunities, challenges, and responsibilities that come with leadership.
My father founded Standard Communications, and after college he encouraged me to gain experience outside the family business before joining the company. I spent fourteen years learning every part of the business before being given the opportunity to succeed him as President and CEO — at age 34.
Over the next seven years, our team grew the company from $16 million to $70 million in revenue. Then the parent company unexpectedly sold the business, and I found myself searching for what was next. That experience taught me something important: leadership is rarely a straight line.
In the years that followed, I had the privilege of leading several organizations — including OutBack Power Systems, where we grew the company from $4 million to $60 million before helping the owners transition it through a successful sale. Later, I fulfilled a lifelong dream by acquiring and leading my own company, before eventually selling it as well.
Looking back, I realized what I'd enjoyed most wasn't building companies — it was helping leaders grow. That realization led me to Vistage. For nearly ten years, I've coached, mentored, and facilitated peer advisory groups for CEOs and business owners. Those experiences inspired the creation of Haven Point Leadership Collective, because I believe leaders shouldn't have to figure it all out alone.
"Your success is based on your ability to help others achieve their definition of success."— Mark's guiding principle
To help CEOs and business leaders grow with confidence, strengthen their leadership, and build better companies through peer advisory, executive coaching, and shared learning.
To become the trusted leadership community where CEOs and business leaders find the perspective, support, accountability, and relationships needed to thrive personally and professionally.
Great leaders recognize they don't have all the answers.
Leadership is a lifelong journey of growth and learning.
Commitments matter. Leaders take ownership for results.
Better decisions emerge when diverse perspectives are shared openly and respectfully.
Trust is earned through honesty, authenticity, and consistency.
Leadership is ultimately about helping others achieve their definition of success.
Those are larger organizations running many chapters. Haven Point is a single, intentionally small group — capped at 8–10 members — built and facilitated directly by someone who has chaired a Vistage group and run companies personally. You get the same peer-advisory discipline in a tighter, more hands-on room.
Investment is discussed directly with candidates during the introduction conversation, since it depends on fit and format. We don't publish pricing — request an introduction and we'll walk through it together.
Membership is by invitation, following a short conversation — not an open application form. Request an introduction below, and if it looks like a mutual fit, we'll schedule a call to talk through the group, your business, and whether there's an open seat that makes sense.
One monthly group session (2.5–3 hours) and one monthly 1:1 session with the facilitator. Members are expected to attend consistently — the group's value depends on continuity, not drop-in participation.
Yes. Members operate under a confidentiality agreement, and the group is deliberately composed so no two members compete directly — so you can speak plainly about real numbers and real problems.
It's addressed directly during the introduction conversation, before you commit — including how membership can be reconsidered if either side finds it isn't working.
No. Many members are new to this format; others have been in similar groups before. What matters is that you currently run the company and are ready to be candid, both giving and receiving feedback.
Tell us a bit about you and your company. If it looks like a fit, you'll hear back directly to set up a conversation — not an automated reply.