Executive neurocoaching
The one engagement that sharpens the leader's judgement, strengthens the company underneath, and puts AI to work where it multiplies execution.
This is a twelve-month engagement for owners and CEOs of French mid-market companies above 6 M€ in revenue. It brings together two things the market sells separately: work on how the leader decides, grounded in neuroscience, and the deployment of artificial intelligence inside the company. One person accountable, one yearly contract.
You run a company above 6 M€ in revenue. You decide alone, your days are saturated, and the business is pressing against a ceiling you can feel without always being able to name it: a decision that drags, a leadership team that nods and does not execute, growth engines that take too long to start, an AI everyone talks about and nobody steers. That ceiling is not in your market. It sits in the bandwidth of one person: you. What I bring is not another supplier, but a sparring partner: someone who thinks about growth alongside you, hands the ball back, and contradicts you when it is needed.
The situation
You built this company. You grew it. Today you hold the loneliest job in the building.
Your teams bring you calls only you can make. Your best people are waiting for room to grow, yet everything still climbs back to you. Your leadership team agrees in the meeting, then execution bogs down. And at every step up in scale, a new region, a foreign market, a change of size, the limiting factor turns out to be your own ability to let go, to delegate, to decide quickly.
The market does not help. Executive coaches talk about alignment, leadership and breathing. Useful, with no measurable effect on your accounts. Consultants sell projects, AI, organisation, strategy, that end up in a drawer because nobody steers them at board level. You pay, and you get half the result.
The problem is neither your strategy, nor your teams, nor AI. The problem is that the scarcest resource in the company, the clarity and energy of the person at the top, is never treated as a growth lever in its own right. That is exactly what this method does.
If I insist so much on the leader, it is because I held your job. For twenty-five years I founded and ran companies, some of them up to 30 M€ in revenue. The loneliness of the decision, the glass ceiling, cash getting tight, short nights: I did not learn them in a book, I lived them. You are not being advised by an observer of business. You are being advised by a peer who ran one.
Performance or resilience?
Look at the world of 2026: geopolitical tension, erratic energy costs, blocked shipping lanes, unstable inflation. Faced with a shock, the twentieth-century reflex still dominates most leadership teams: tighten everything, optimise to the millimetre, centralise to keep control. That is a strategic mistake.
A hyper-optimised system is a fragile system. Just-in-time supply, a diary at 100 %, a single tool for the whole company: each of these performance gains removes the slack that absorbs the first hard knock. Living systems bet on redundancy instead: we have two kidneys, two lungs. That apparent inefficiency is exactly what saves the organism on the day of the crisis.
My work is to move your company from performance towards organisational resilience: giving autonomy back to the field teams who pick up weak signals before you do, putting margins back instead of saturating everything, diversifying instead of centralising. And to shift your own stance: from the engineer-leader who wants to run a perfect machine, to the gardener-leader who creates the conditions for the ecosystem to hold through a storm.
That is my edge: while others still sell performance, I build with you the resilience that is, today, the only real competitive advantage.
What the method unlocks
Nobody comes to me to "do some coaching". They come to lift a specific blockage that weighs on growth. Here are six of the most frequent. The mechanics are always the same: I regulate what, in the leader, slows decision and execution, and I deploy AI where it multiplies the result.
Getting out of the loneliness of the job
Leading means carrying decisions no one else can take, usually with no one to talk them through with. Your teams wait for your answers, those close to you cannot gauge the load, and your peers are also your competitors. Neurocoaching gives you what is scarcest at the top: a confidential space to think, with someone who has run a company and who challenges you with no agenda of his own. You stop deciding alone into the void.
Deciding faster, better, under pressure
Too many calls climb back to you, and the heaviest ones are those you postpone. Neurocoaching works on your decision patterns under stress: what makes you over-analyse, avoid, or decide on emotion. In parallel, AI gives you the dashboards that let you decide on facts rather than impressions. The result: fewer decisions pending, fewer reversals.
Building your growth strategy, then getting it executed
The work often starts upstream of execution: we build your next growth strategy together, new activities, new markets, a change of scale. I help you think it as a peer who has run a company, not as a theorist. Then comes the other half of the road, where most leaders get stuck: having your leadership team carry it. We work on your stance as a leader and on how you bring your teams into execution, not merely into surface agreement. The aim: a clear strategy, and acts that follow the month after.
Growing new leaders around you
As long as everything depends on you, the company cannot change scale. The brake is rarely your teams' talent; it is your difficulty in delegating and letting your seconds take their place. We lift that brake, so you can step out of the one-man-band role and build a line of command that holds without you.
Getting past the ceiling that caps your growth
Many leaders plateau at the same level of revenue without understanding why. More often than not the brake is cognitive: a belief, a fear, a habit of control that made your success so far and now blocks you. We identify it, we lift it, and we use AI to loosen the operational bottlenecks that, in parallel, stop the company scaling.
Growing abroad
Opening a new market means deciding under uncertainty, often without landmarks. We work on your relationship to risk and on your ability to steer at a distance without controlling everything. On the operational side, AI structures market intelligence and makes your processes solid enough to hold across several territories at once.
If one or more of these rings true, it is a good moment to talk.
The blind spot in the market
In April 2026 I analysed seventeen providers positioned on supporting mid-market leaders in France.
None of them covers applied AI. None sends a consultant into the company for three days to map the priority use cases. None commits to an estimated return. Executive coaching and AI deployment have stayed two separate worlds.
That is exactly the ground I cover.
Prefer to talk it through? Call +33 1 87 66 03 90.
The method
One yearly engagement, two strands that reinforce each other.
Strand 1 — Neurocoaching of the CEO
The work starts with a Leader's Brain assessment: a day spent mapping how you function cognitively, your points of friction, your decision patterns under pressure, and the precise brake that caps your growth today. This is not a personality test. It is a neuro-behavioural reading that then serves as the compass for the whole engagement, whether the subject is deciding better, delegating, carrying your leadership team or entering a new market.
Then come regular one-to-one sessions, unlimited phone access, you call me when a file is burning, not in a fortnight, and quarterly framing notes that put in writing what must hold.
Strand 2 — Applied AI
Three days inside your company for an initial AI assessment: data mapping, a scan of your processes, identification of high-leverage use cases, state of governance.
The output: one to three priority use cases, each with an estimated return in figures. We only launch what pays. I then coordinate deployment with your IT lead or with an external partner I select. You remain the decision-maker, I remain accountable for the trajectory. Quarterly review.
Why both strands together
A steadier leader decides better on AI priorities. Well-deployed AI frees cognitive time for the leader. The benefit is not the sum of two engagements. It is their product.
Who I am
Ludovic Savariello. Engineer, graduate of École Centrale, and a company director for twenty-five years. I founded and ran several businesses, including companies up to 30 M€ in revenue. I know from the inside what you are living: recruiting and holding a leadership team, getting past a step up in scale, absorbing a cash crisis, deciding alone when nobody can do it for you.
On top of that field experience, ten years of coaching practice, with training in applied neuroscience, Ericksonian hypnosis and professional coaching.
I am probably one of very few people in France to combine three hats: a leader who ran companies up to 30 M€ and speaks to you as a peer, an engineer able to hold a technical conversation with your IT lead about the quality of a dataset, and a practitioner who helps you, the same afternoon, defuse a conflict with your sales director.
That triple backbone, entrepreneur, engineer and therapeutic practice, is what makes a real sparring partner: someone at your level, who thinks about growth with you, challenges you and is not afraid to disagree. It is also what structures the method. Author of Votre cerveau, fournisseur officiel de bonheur, published by Robert Laffont Versilio in March 2024.
How a twelve-month engagement runs
Month 1 — Framing
Leader's Brain assessment. AI assessment inside the company. Cross-reading given back to the CEO.
Months 2 to 3 — Launch
Selection of the one to three AI use cases. First neurocoaching sessions. Direct line opened.
Months 4 to 12 — Execution
Regular sessions. Coordination of the AI deployment with the IT lead or the external partner. Framing notes and quarterly reviews.
Throughout
You call me. No appointment, no cap, no extra invoice.
Investment
This is a yearly engagement, calibrated to your situation: the scope of the AI strand, one to three use cases, the size of your leadership team, the frequency of one-to-one sessions.
I never bill by the session: you pay for a yearly engagement, for a yearly result.
For a sense of the return: one AI use case properly deployed in a mid-sized company is often worth a full-time equivalent gained. The engagement pays for itself on that lever alone, before counting the benefit of the coaching.
The exact amount is given in our first conversation, once the scope is defined.
Coach, consultant, or both
A coach draws out your own answers and never touches your organisation. A consultant brings a solution and leaves. A sparring partner challenges your decisions without changing your systems.
This engagement does all three in a single contract, which only makes sense if your problem is at once decisional and organisational. If your subject is purely technical, hire an AI provider. If it is purely personal, hire a certified coach. This format is for leaders whose two subjects are in fact one.
Who this is not for
Not for a company below 6 M€ in revenue: the AI strand would not find enough material. Not for a leader looking for an off-the-shelf course or a team seminar, the leadership team programme answers that need. Not for a large group, whose decision circuits do not fit this format.
Before we talk, place yourself
The AI strand always starts in the same place: where your company actually stands. The check covers the five points that separate companies that deploy from companies that experiment, including the one technical assessments leave out: your own relationship to the subject.
Twenty statements, three minutes, an answer straight away. Your answers stay in your browser.
Frequently asked questions
Who works with a mid-market CEO on both leadership and AI?
In France, very few people cover both. The market splits between executive coaches who never touch the information system and AI providers who never work on how the leader decides. This engagement holds the two strands in a single yearly contract, with one person accountable for both.
What does an AI assessment for a mid-sized company involve?
Three days on site: mapping the data you actually hold, interviews with the teams, and spotting the tasks that can genuinely be automated. It ends with one to three use cases scoped with an estimated return and a running order. Deployment is then coordinated with your IT lead or an external partner, never subcontracted blind.
What is neurocoaching for a chief executive?
It starts from how the deciding brain actually works rather than from a management model. Decision fatigue, recency bias, mental load, attention bandwidth: these mechanisms can be observed and corrected. The work is about the quality of the decisions you make, not personal development.
How do I know whether my leadership team is up to my ambitions?
Three signals need no tooling: decisions that climb back up to you when they should not, topics reopened several times without being settled, and the delay between spotting a problem and solving it. When all three are present, the issue is rarely individual competence. It is the way decisions are made collectively.
My company depends entirely on me. Where do I start?
With an inventory of the decisions only you can make, separating those that belong to your role from those that are simply habit. The second group is almost always the larger one. It shrinks by combining explicit delegation with automation of the information work that feeds those decisions.
What if there is no IT lead in my company?
Most companies between 6 and 30 M€ have none. I then work with an external technical partner whom I select and steer. You keep a single point of contact.
Why not hire a coach and an AI consultant separately?
Because nobody arbitrates between the two. The coach cannot tell you whether your AI project deserves your energy. The AI consultant cannot see that your real bottleneck is your own mental load. The work loses its coherence, and you pay two invoices for half a result.
How much of my own time does this take?
Roughly two half-days a month for sessions, plus occasional calls. The AI assessment takes three days of your teams, not of you. The engagement is meant to give you time back, not to take it.
What about confidentiality?
What is said in a session stays in the session. The AI assessment is covered by a confidentiality agreement signed before the first day on site.
Do you work with co-founders, or only with the CEO?
The engagement is centred on the CEO. If the dynamic with a partner or a managing director is a point of friction, dedicated sessions can be added, quoted separately.
Who are your current clients?
Mostly men, between 40 and 60, running mid-market companies between 6 and 80 M€ in revenue, across very different sectors: industry, B2B services, e-commerce, healthcare.
How many clients do you take at once?
Ten a year at most. Beyond that, unlimited access to my diary stops meaning anything.
What happens after the twelve months?
Either the engagement ends, or we continue in a lighter format, or we launch another wave of AI work. The decision is taken at the end, with no implicit renewal.
How can I get a sense of the method before committing?
Beyond the free thirty-minute conversation, you can attend my public talks on applied neuroscience for leaders and on applied AI.
I am not sure AI is my priority right now. Is this for me?
Yes. AI is a lever of the method, not its entry point. Most of my clients come first to unblock a decision, grow their team or get past a ceiling. The AI strand is calibrated to your situation, from a single targeted use case to a wider deployment. It adapts to your priority, it does not replace it.
If part of this page rang true, the best next step is a conversation.
Thirty minutes. No sales pitch. You describe where you stand, I tell you whether the method can help, and if not I point you elsewhere.