SHADOW WORK COACHING FOR FOUNDERS

MIKEY FERRARIS

The proces… .

Two engineering workers in safety helmets and sunglasses standing outdoors with a drone on the ground, electrical towers, and a utility truck in the background.

A man giving a presentation to a group of people in a modern conference room, with a whiteboard and two large screens.

Construction workers wearing safety helmets and reflective vests engaging in a discussion on a construction site.

A man with curly hair, glasses, and a beard, wearing a cap and a black polo shirt, stands in an indoor space with a neutral expression.

Hey.

I’m Mikey the founder of Innersystems.

Short Version: I have helped a company scale from 5 to over 150 employees in 3 years. Since then I am hired by CEO’s of Series-A to Series-C companies to uncover exactly what is preventing their next level of growth.

Long Version: See below!

A young man with curly hair and a beard sits cross-legged on the floor, wearing a sleeveless black shirt. He is indoors near large windows with wooden frames, with sunlight filtering through. The man has tattoos on his left arm and wears bracelets on his wrists.

My Story

I was driven to make an impact. Always had been. The kind of person who sees problems and can't help but want to solve it.
I became a systems engineer and an early an early founding team member of a startup that scaled from zero to 100 employees in 3-4 years.
The drive that fuelled success was also what started causing my own dysfunction. Thought that pushing harder was the solution. The very ambition that got me to where I wanted to go was now working against me.
It felt like I had two options:
Option 1: Keep grinding. Push harder. Accept burnout..
Option 2: Slow down, only focus on wellbeing, and give up on impact.
I refused to accept either option.
I explored the psychology of high-performance, and I learnt there was a third way.
There's a zone where stress becomes something to work with instead of against. Elite athletes know it. High-performing teams can apply it. Where teams work with pressure to align faster, communicate clearer,
and perform at levels that might seem impossible to an outsider.
I believe the teams of people shaping a more sustainable world should have the same support they give to their innovation.