Tune in to C-Suite Intelligence and step inside the inner circle of innovative business leadership. In each episode, the TMG team explores what it takes to sharpen your executive edge.
July 15 2025
As companies grow, the decision-making models that once fueled early success can quietly start to slow progress. In this episode, Taylor Griffin and Courtney Hamilton explore how organizations can design decision-making systems built for scale, moving beyond the common “hub and spoke” model that creates bottlenecks and drag. They share strategies to help leaders create clarity around ownership, accountability, and process so decisions can be delegated without sacrificing visibility or control. The conversation highlights how distributed leadership not only drives speed and alignment but also builds the trust and confidence teams need to perform at a higher level.
Chief Operating Officer and Senior Managing Director
Taylor Griffin is the Chief Operating Officer and Senior Managing Director at TMG. Beyond overseeing the firm’s operations, she supports clients at the highest levels across all of TMG’s services, including CEO and senior team succession planning, CEO and C-level coaching, and senior-level assessments. She specializes in nurturing CEO candidacy among rising executives, ensuring seamless transitions in critical leadership positions.
Her 20-plus years of leadership consulting expertise covers diverse sectors such as technology, consumer products, energy, industrial, healthcare, and financial services, making her a valued partner to Fortune 500 companies, as well as venture capital and private equity firms.
Before joining TMG, Taylor was with Heidrick & Struggles’ leadership consulting practice. She has also worked as an attorney specializing in commercial litigation and bankruptcy, representing financial, banking, and corporate clients in state and federal courts. She is based in Phoenix, Arizona.
Education:
Senior Managing Director
Courtney Hamilton works with senior executives in both Fortune 500 companies and private equity- and VC-backed firms to assess and develop talent. She advises boards and top teams through their most critical leadership challenges – including CEO successions, organizational change initiatives, and key executive transitions and new hires. With extensive experience in executive coaching and development, her work crosses a broad range of industries, from financial services, technology, and media to industrial products, consumer products, manufacturing, transportation, and healthcare. Courtney co-authored with Stanford Graduate School of Business professor David Larcker, researcher Brian Tayan, and her colleague Stephen Miles the paper “Where Does Human Resources Sit at the Strategy Table?”. For C-Suite magazine, she contributed the article “When High Performers Behave Badly” with her colleague Taylor Griffin. Prior to joining TMG, Courtney ran livingsocial’s market entry strategy in Asia. She has worked in investment banking and in marketing at American Express in Beijing and FBR & Co. in New York.
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