Client case study
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Client case study
A case study page for coaches and consultants who want to show, not just tell. It follows one client from the starting point through the work you did together to measurable results, with a quick-facts table, a results panel, a pull quote and a closing invitation to book. It is written in the editor, so it is easy to duplicate for each new client story. Swap in your own client (with their permission), change the numbers and quotes, and link the button to your sign-up or booking page.
How Marcus turned around a team on the brink
Six months after his promotion, Marcus Reyes was about to lose half his team. Here's how a mix of 1:1 coaching and the First-Time Manager Program helped him keep them, and become the manager they now ask to work for.
| At a glance | |
|---|---|
| Client | Marcus Reyes, Engineering Manager |
| Organization | A 400-person logistics software company in Denver, CO |
| Team | 8 software engineers, 3 of them former peers |
| Work together | 8 sessions of 1:1 coaching, then the 10-week group program |
| Timeline | February to August 2026 |
The situation
Marcus was the strongest engineer on his team when his manager moved to another role. Leadership promoted him the same week, and he started the new job with no training and a product launch six weeks away.
By the time he contacted Clearpath Coaching, the signs were hard to miss:
- Two senior engineers had told HR they were interviewing elsewhere.
- His team's engagement score had fallen from 71 to 48 in one quarter.
- He was writing code until 11pm most nights to cover work he hadn't delegated.
- His one-on-ones had quietly stopped, because "nobody had anything to say".
I thought being a good manager meant being the best engineer in the room. I was trying to do two jobs and failing at both.
What we worked on
On our discovery call we agreed that the problem wasn't Marcus's ability. It was that nobody had shown him what the job actually was. We started with weekly 1:1 coaching to steady things, then he joined the spring cohort of the First-Time Manager Program to build the skills with peers.
- Stopping the bleeding. In our first two sessions Marcus planned honest conversations with the two engineers who were looking to leave. He asked what had changed for them, listened, and agreed one concrete change with each.
- Restarting one-on-ones. He brought back weekly one-on-ones using a simple three-question structure, and moved them out of the conference room and onto walks.
- Letting go of the code. Using the delegation grid, Marcus handed his three biggest technical tasks to engineers who wanted to grow. He set a rule: no commits after 6pm.
- Managing up. He sat down with his director to agree what success looked like for the team, which bought him room to say no to two last-minute feature requests.
- Building with peers. In the group program, his pod of four managers rehearsed his hardest feedback conversation with him twice before he had it for real.
The results
Six months after our first session, the numbers told the story as clearly as Marcus did:
Both engineers who had been interviewing stayed. One of them now leads the team's platform work. The product launched two weeks late rather than two months, and Marcus's director nominated him for the company's leadership award in the fall.
"Moving one-on-ones onto walks. People talk differently when you're side by side instead of across a table. That's where I found out what was really going on."
What Marcus would tell another new manager
When did you know it was working?
Week five. One of the engineers who'd been interviewing came to me with an idea for the roadmap. Two months earlier he wouldn't have bothered.
What was hardest?
Watching someone else write code I could have written faster. Dana kept asking me who would grow if I did it myself. The answer was always nobody.
Was it worth it?
I'd be looking for a new job, or back as an individual contributor, if I hadn't done this. Instead I'm hiring for two more roles.
Facing something similar?
Every story is different, but the first step is the same: a free 30-minute conversation about where you are and what would help. Or join the next cohort of the First-Time Manager Program and build these skills alongside managers who get it.
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