Three executive mentoring programs designed to accelerate senior leadership and reduce the risk of critical transitions.
Executive judgment transfer in 14 sessions for senior leadership roles.
Intensive support during the first 90 days of a new executive role.
For the executive stepping into a new role without institutional support — on their own initiative.
A 14-session program designed to transform the strategic decision-making capacity and executive judgment of your organization's most important leaders.
The Mentor speaks from lived experience. Real executive judgment acquired as CEO and VP at Fortune 500 companies.
Each session focuses on an active, real challenge of the Mentee. No textbook cases: every meeting is a high-level consultation.
Maximum 4 mentees per mentor. The Mentor signs an NDA. Absolute confidentiality guaranteed.
An established leader seeking a confidential space to elevate strategic judgment and organizational impact.
A C-Level executive facing complex, high-impact decisions who seeks the support of someone who has already made them.
A high-potential executive identified by the organization as a successor being deliberately prepared for the next level.
Companies investing in retaining and developing key leaders before the market captures them.
The first 90 days are the most fragile period of any executive transition. 40% of executives in transition fail to meet their objectives within the first 18 months. The main cause is not a lack of talent: it is the absence of a deliberate framework to navigate context and build credibility from day one.
Based on Michael D. Watkins' methodology — The First 90 Days (HBR Press), the Soft Landing© program supports the executive through 4 intensive sessions to land with clarity, speed, and authority in their new role.
fail to meet objectives
first 18 months · HBR
faster integration
with structured mentoring · McKinsey
less time
to full contribution · Watkins
Every leader in transition inherits a situation. Before acting, you must diagnose it.
Our program follows Michael Watkins' methodological framework
Session 1: 2.5 hours (includes prior meeting with supervisor) · Sessions 2–4: 2 hours each
Joining from outside or being promoted internally to the top executive position.
Taking on a C-Level role in a new organization or after a major restructuring.
Promoted to a first senior leadership role with direct reporting to the C-suite.
Inheriting combined teams and cultures with expectations of accelerated integration.
Some executives step into new high-responsibility roles at organizations that do not provide any transition support. The landing is left to individual talent alone. However, the risk of the first 90 days is exactly the same: misreading the context, moving too fast or too slow, or failing to build the right alliances from the start.
The Self Landing© is the answer for executives who decide to take control of their own transition. A 4-session intensive program, personally contracted, fully confidential, with no institutional involvement. Just the executive and their Mentor.
fail to meet objectives
first 18 months · HBR
confidential
no report to the company
critical days
covered in 4 sessions · Watkins
Same methodological rigor. Without the institutional component.
Our program follows Michael Watkins' methodological framework
Session 1: 2.5 hours · Sessions 2–4: 2 hours each · All in private Executive–Mentor format
Joining an organization that offers (or doesn't offer) onboarding support but chooses to invest in their landing with independent guidance.
Prefers that their adaptation process remains invisible to the organization. The relationship with the Mentor is entirely private.
Taking on a C-Level or VP position under high internal scrutiny. Needs a safe space to reflect without institutional filters.
Coming from another industry, another country, or from the public sector. The context is new and the learning curve steeper.
We are not talking about Coaching. The difference is the direct transfer of real executive experience.
"The Mentor is a reference, not a facilitator.
Speaking from experience, not from theory."
Executives who have been where you are. They don't speak from theory: they speak from decades of real decisions in senior leadership.
Executive with over 25 years of international experience at Fortune 500 companies as CEO and Regional VP, including AT&T, NCR, Compaq, and Oracle in Peru. Former LATAM Vice President for AT&T G.I.S. and Sales Director for Northern Latin America at NCR Corporation, with regional responsibility from World Headquarters in Dayton, Ohio.
Over 25 years in Executive Search, founder and director of Top Search Peru, with more than 400 C-Level searches completed. Has served as ministerial advisor and executive committee board member at IPAE.
Bachelor of Social Sciences — Economics (PUCP). Postgraduate studies at PAD Universidad de Piura, ESAN, and AT&T/NCR Management Schools.
Executive director, CEO, and VP at local, regional, and global organizations in banking, insurance, consulting, and financial services, including Interbank, Citibank, BTG Pactual, Pacífico Seguros, and EY. Former Executive Director of Corporate Governance and Sustainability at EY Peru and CEO of Macro Wealth Management at Grupo Macroconsult.
Over eight years of experience in Executive Search specializing in Directors, VPs, and C-Levels. Proven leadership in B2B, B2C, and B2G, succession planning, and business management at regional and global levels.
MBA in International Business from Universidad ESAN. Bachelor of Business Administration from Johnson & Wales University (Providence, Rhode Island). Board member at IPAE and multiple Advisory Boards.
Each program is led by one of the two mentors, assigned according to the executive's profile, industry, and specific process needs.
Top Search Peru · Members of InterSearch Worldwide
Applicable to all THREE programs — Executive Mentoring© - Soft Landing© - Self Landing©
Faster, safer landing in C-Level roles, with lower risk of failure.
Decisions more aligned with strategy and real expectations.
Lower turnover of critical talent and greater organizational commitment.
Planned successions and continuous strengthening of leadership.
If you are developing your next generation of leaders, or need to reduce the risk of a critical executive transition, the first step is a confidential conversation.