Groupe Laporte · Executive Advisory
Some decisions aren't meant to be made alone, or discussed inside your own organization.
Jean Laporte works with company presidents, executives, and high-potential leaders on the decisions that carry real weight, in complete confidence.
Forum CAPE · Peer Advisory Strategic Planning · Strategy to Execution
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The higher you go, the smaller your circle of honest counsel gets.
Your team needs you certain. Your board needs you composed. Your peers are, at some level, still competitors. The people who could actually help you think through the decision keeping you up at night are often the people you can least afford to look uncertain in front of.
What gets said in this room stays in this room. No notes shared outside it, no cross-pollination between members' businesses.
SELF-RECOGNITION
Maybe you already know the acquisition doesn't feel right, and there's no one you can say that to without it becoming a bigger conversation than you're ready for.
Maybe you've been carrying a decision about someone on your team for months, because saying it out loud makes it real, and you're the only one who can say it.
Maybe the strategy on paper still looks right, and you're the only one in the room who's started to doubt it.
If one of these sounds closer to your week than you'd admit out loud, that's the kind of thing Groupe Laporte exists for.
WHO YOU'RE TALKING TO
Jean spent his early career inside three of the companies most executives study from the outside. Vice President at Apple Canada. National Vice President of Sales at Fido. President of Rogers Communications' Eastern Canada division. Years spent in rooms where the decisions were large, the stakes were real, and the isolation that comes with that level of responsibility was something he lived, not something he later read about.
That's what led him out of the corner office and into this work. He'd watched enough senior leaders, himself included, make decisions without anyone in the room whose job it was to just help them think. Not a direct report managing up. Not a board member managing risk.
He's now a Master Corporate Executive Coach through ACEC, trained at Harvard and Columbia, and a YPO Gold member for twenty-two years. None of that is the reason to work with him. It's the reason he was in the room long enough to notice what actually helps.
Jean works within Groupe Laporte, a small practice built around this kind of relationship, not around scale.
A résumé shows where someone has worked. It says less about what they actually learned there.
After years watching organizations make hard calls, a few patterns repeat more than people expect.
- A decision that feels urgent, but hasn't been tested against time.
- A strategy built on an assumption nobody's actually checked in years.
- A team that looks aligned until the decision gets hard.
- The question you've been sitting on alone, because it needed someone independent enough to push back on it, and there wasn't anyone in the room who could.
That's usually where the real work starts.
Confidentiality
Every member is personally vetted before they're offered a seat, for judgment and discretion, not seniority alone. A forum only holds its value if everyone in it trusts everyone else, and that trust is built before the first meeting.
New members are introduced individually, never dropped into an existing group without context. Nothing discussed inside the forum leaves it. Not in casual conversation, not in follow-up emails, not in introductions to other members' competitors or partners.
If a member's judgment or discretion becomes a question, that gets addressed directly and privately. This is also part of why membership stays limited: a group of six or eight people who've earned each other's confidence works. A larger room built for reach instead of trust doesn't.
Peer Advisory
Forum CAPE
Two tiers, based on where you are.
The flagship group is for company presidents and CEOs. Admission is ongoing rather than cohort-based, and seats open roughly once a quarter.
A second group launches January 2027, for vice presidents, high-potential managers, and second-in-commands not yet running the company but already carrying the weight of it. Breakfast format, a guided three-and-a-half-hour session, one full-day retreat a year.
Strategy to Execution
Strategic Planning
A 3-to-5-year strategy, brought down to something you can actually run on this quarter.
The process starts with the long view, then breaks it into an annual plan, then a quarterly one, so the strategy stays connected to what your team is doing this month instead of living in a document nobody opens after the offsite. The approach draws on EOS and Scaling Up.
Membership
This isn't built to scale.
Six to eight people is not arbitrary. At that size, each member can bring a meaningful issue to a single meeting, and the group stays small enough for the conversation to stay direct. Beyond that, the room starts to feel more like an audience than a working group.
“I've trusted Jean Laporte since 2016 for coaching and developing key talent, present and future, at the Fonds de solidarité. His approach delivers real results.”
The right fit
This tends to work best when you want someone to challenge your thinking, not hand you another framework. You have to be comfortable being direct, and comfortable hearing something you didn't expect.
If what you're really looking for is a larger network, introductions, or another credential for your résumé, this probably isn't it.
Next step
If this sounds like what you're looking for, the next step is a conversation, not an application.
We'll talk through what you're working with and what you need, and figure out together whether this is actually useful to you. If it is, we'll talk about which group fits. If it isn't, you'll know that too, and that's a fine outcome.
Reach out, and let's see whether this is worth your time.
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