How Lisa Baker Rewrote the Rules of Executive Coaching

By: Lisa Baker

She held senior roles at Citigroup, Microsoft, and Synchrony. Then Lisa L. Baker left corporate leadership to build a coaching firm of her own.

There is a certain kind of recognition that does not show up on a red carpet. It does not trend on social media. It does not come with a publicist or a personal brand manager. It shows up in boardrooms, in breakthrough moments, in the quiet work of people who lead at the highest levels of American business.

That is the kind of recognition that belongs to Lisa L. Baker.

Baker spent more than two decades building a career that many people aspire to. Senior roles at Citigroup. Leadership positions at Microsoft. High-stakes responsibilities at Synchrony. She was, by every conventional measure, a success story.

Then she made a move that many executives consider, but few make.

She left. On purpose. With a plan. And she built a firm of her own.

Today, Baker is the founder of Ascentim, an award-winning leadership development firm in the executive coaching space. This fall, she is opening a 12-week group coaching cohort for senior leaders, and we sat down with her to understand the thinking behind it.

Why Baker Left Corporate Leadership

We asked Baker what it felt like to walk away from one of the most coveted career trajectories in corporate America. Her answer was direct.

“Many leaders have built successful careers, but they’re operating under constant pressure,” she told us. “Over time, that pressure shapes how they think, what they believe they should do, and how they lead.”

She wasn’t only describing the leaders she would go on to coach. She was describing herself, and the moment she decided that the pressure was no longer pointing her toward what mattered most.

What followed was Ascentim, a firm built on a straightforward idea. Leaders perform best, and live best, when they operate in alignment with who they actually are. Not who the organization needs them to be. Not who the market rewards. Who they are.

What the Fall Coaching Cohort Offers

Baker’s fall cohort has drawn interest in leadership circles. It is a 12-week virtual group coaching experience, designed for a select group of senior leaders, and built around a framework she has spent years refining in one-on-one sessions with experienced executives.

The framework is called G.R.O.W.

Gain insight into the patterns, the assumptions, and the invisible expectations that have shaped a leader’s decisions, often without their full awareness.

Realize new possibilities beyond the pressure and beyond the “shoulds,” moving into the territory of what a leader actually wants to create.

Overcome obstacles, the real ones, such as internal narratives, limiting beliefs, and circumstances that feel fixed but aren’t.

Win at life and leadership, not just professionally but more completely.

At the center of the experience is Baker’s signature concept, the Area of Greatness. It is the place where a leader’s strengths, passions, and purpose converge, and where, she says, the most considered leadership decisions tend to be made.

The Leadership Gap Behind the Cohort

Baker’s work is arriving at a notable moment for the profession.

DDI’s Global Leadership Forecast 2025 found that 80 percent of organizations lack confidence in their own leadership pipelines, and only 20 percent have successors ready for critical roles. The gap between where leaders are and where organizations need them to be is wide.

Baker’s cohort is designed to help close that gap, one leader at a time.

Recognition and Awards

Baker’s track record includes recognition from established business awards.

Ascentim earned the Inc. Best in Business award in both 2022 and 2023 for coaching and career development, back-to-back. Baker has also been recognized in the Globée® Women World Awards in the Woman-Owned Startup of the Year category. Her client work spans industries, and the new cohort builds on that experience.

Baker’s Message to Senior Leaders

Before we wrapped our conversation, we asked Baker what she would say to a senior leader reading this right now, someone who has built a career, earned the title, and still feels like something is slightly off.

She didn’t hesitate.

“What you’re feeling is information. It’s telling you something about the distance between where you are and where you’re meant to be. The question isn’t whether to close that distance. The question is whether you’re ready to.”

Lisa L. Baker is the Founder of Ascentim and is based in Baltimore, MD. Her fall 2026 cohort is open to a select group of senior leaders. Learn more at ascentim.com.

I Need to Buy Out My Business Partner, A Financing Roadmap for Internal Buyouts

Buying out a business partner is one of the largest financial transactions most owners ever undertake, and one of the most emotionally complicated, because the negotiation happens inside a relationship you have to navigate before, during, and often after the deal closes.

Whether the buyout is happening because your partner wants to retire, because your visions for the business have diverged, or because the partnership has become unworkable for reasons that have nothing to do with the business’s performance, the financial mechanics are largely the same: you need to determine a fair value, structure a payment that does not cripple the business, and find financing that lets you become the sole owner without starting that new chapter buried in debt service you cannot manage, regardless of how the personal side of the relationship resolves.

Step 1: Get an Independent Valuation Before Any Number Is Discussed

The single most important step in any partner buyout is establishing the business’s value through an independent, professional valuation rather than through negotiation based purely on each partner’s personal sense of fairness. An independent valuation, ideally agreed upon by both partners before the process begins, removes much of the emotional charge from the negotiation and gives both sides a number grounded in actual financial performance rather than competing assumptions, which is especially valuable when the relationship itself has become strained.

Step 2: Determine the Buyout Structure (Lump Sum or Installments)

A buyout can be structured as a single lump sum payment at closing or as a series of installment payments over time, often with interest, sometimes called a seller note. A lump sum requires more financing upfront, but cleanly ends the financial relationship. An installment structure requires less immediate capital but extends the financial connection between you and your departing partner for the length of the payment term, which works well in amicable departures and poorly in contentious ones, since it keeps both parties financially tied to each other’s future decisions.

Step 3: Match the Financing Source to the Buyout Structure You Choose

For a lump sum buyout, an SBA 7(a) loan is frequently the best fit if your business qualifies, since the SBA program explicitly allows financing for partner buyouts and ownership changes, and the favorable rates and extended repayment terms make a large one-time payment more manageable. For situations requiring faster access or where the business does not yet meet SBA qualification thresholds, a direct lender term loan can provide the capital more quickly, typically at a higher rate that should be weighed against the value of closing the transaction faster and removing the uncertainty of a prolonged ownership transition.

For business owners who need to move on a buyout without the multi-month timeline an SBA loan requires, particularly when waiting creates its own risk to the business’s stability or the partner relationship, a direct lender term loan offers a faster path to the capital needed to close. Fundivi provides business term loans for partner buyouts with decisions available in a few business days and no collateral requirement, which lets you fund a buyout on a timeline that fits your situation.

Step 4: Build the New Debt Service Into Your Post Buyout Financial Plan

Before finalizing any financing, calculate what your business’s cash flow looks like after the buyout, including the new debt service payment and accounting for the fact that you will likely also be taking on responsibilities your partner previously handled. A buyout that looks affordable on paper but assumes you maintain the exact same operating performance as a two-person leadership structure, with one person now gone, can create operational and financial strain simultaneously, a combination that catches many new sole owners off guard in the first year.

Step 5: Update Your Legal and Financial Structure Immediately After Closing

Once the buyout closes, update your operating agreement, business bank accounts, loan guarantees, insurance policies, and any contracts that name your former partner to reflect the new ownership structure promptly. Leaving these items unaddressed creates both legal exposure and operational confusion that compounds the complexity of an already significant transition, particularly if your former partner’s name remains on any guarantee or account longer than necessary.

When the Buyout Is Contentious Rather Than Amicable

If the buyout is happening under difficult circumstances, a partnership dispute, a forced exit, or significant disagreement on value, involving legal counsel early and securing financing that allows you to close quickly on agreed or court-determined terms is particularly important, since prolonged disputes create operational uncertainty that can damage the business for everyone involved, regardless of how the ownership question is eventually resolved.

For a broader overview of how SBA and direct lender options compare for ownership transitions, Business Loans IQ offers a guide to business loan options for ownership transitions. Fundivi’s platform covers both SBA assistance and direct lending term loan products suited to ownership transition needs, with more detail in its small business funding platform announcement.

Frequently Asked Questions

How Is A Business Typically Valued For A Partner Buyout?

Common valuation methods include a multiple of earnings before interest, taxes, depreciation, and amortization, an asset-based valuation that totals the business’s net assets, or a market-based comparison to similar businesses that have recently sold. Many partnership agreements specify a preferred valuation method in advance, which removes ambiguity if a buyout situation later arises. If no method was predetermined, hiring an independent, qualified business valuation professional that both partners agree to use is the most defensible path to a fair number.

Can I Use an SBA Loan To Buy Out A Business Partner?

Yes. The SBA 7(a) program explicitly permits financing for ownership changes, including partner buyouts, provided the resulting ownership structure and the business itself meet standard SBA eligibility requirements. This is one of the more favorable financing paths for a buyout because of the SBA’s typically lower rates and longer repayment terms, though the application and approval timeline of 30 to 90 days needs to be weighed against how quickly the buyout needs to close.

Should My Departing Partner Finance Part Of The Buyout Themselves Through A Seller Note?

A seller note, where the departing partner finances a portion of their own buyout and is repaid over time directly by the business or the remaining owner, can reduce the amount of outside financing needed and sometimes signals the departing partner’s continued confidence in the business’s ability to perform. This structure works best in amicable departures where both parties are comfortable with an ongoing financial relationship; it is generally less appropriate in contentious situations where minimizing ongoing connection is a priority for both sides.

What Happens To Existing Business Debt That Both Partners Personally Guaranteed?

Existing debt with personal guarantees from both partners needs to be addressed as part of the buyout, since lenders generally will not automatically release a departing partner’s guarantee simply because of an internal ownership change. This often requires either refinancing the existing debt entirely under the remaining owner’s name or negotiating directly with the lender to release the departing partner’s guarantee, which the lender may or may not agree to depending on the remaining owner’s creditworthiness.

How Long Does A Typical Partner Buyout Take From Agreement To Closing?

Once the valuation and terms are agreed upon, a buyout financed through a direct lender term loan can often close within one to two weeks, given the underlying agreement is finalized and documentation is in order. A buyout financed through an SBA loan typically takes 30 to 90 days due to the SBA application and approval process. The negotiation and valuation phase before financing even begins can vary enormously, from a few weeks in an amicable situation to many months in a contentious one.

Disclaimer: This content is for informational purposes only and is not intended as financial advice, nor does it replace professional financial advice, investment advice, or any other type of advice. You should seek the advice of a qualified financial advisor or other professional before making any financial decisions.