He walked in with a plan to go everywhere. He left with one direction.
Nuvo Health is a Medicare field marketing organization, the largest in Nevada by its own count. Calvin Bagley founded it, and The Medicare Store, MedicareHub and PlanFit alongside it. His companies have helped more than sixty thousand people through the Medicare decision. Those numbers are his and his team’s. Our part was the three days that got him to a decision he’d been avoiding.
Calvin BagleyFounder and President, Nuvo Health
I’ve done a lot of coaching. This one made a massive difference in my personal and professional life.
Where Calvin was
Planning the next year. He’d already mapped it: several new directions, a new branch, more overhead, all of it running through him. He’d done the seminars, the masterminds, the paid coaching. Most of it dispensed advice fast and asked afterward whether it had been valuable.
He nearly cancelled the event. It fell on his birthday week, with trouble at work. What got him on the plane was the pre-work: we’d interviewed his team, read his brand, studied his company before he arrived.
What we decoded
Day one covered no business at all (the phone came off him at the door, which he’d been warned about and still hated). It was about him: what he’s good at, what he wants, where he skips from the big vision straight to the weeds and misses every step between. Only then did we build the timeline, his journey and his customer’s on one wall.
What came off the wall was a realization he hadn’t let himself have: the plan he’d walked in with would spread his team too thin. And the part of the company he kept trying to run himself, operations, wasn’t the part he was built for.
It’s not that my coach gave that to me. He helped me to discover it, but I was able to discover for myself what that one plan should be.
What changed
- The whole map became one direction. A focused twelve-month plan he could hand his team and say out loud.
- The overhead he’d planned to add never got added.
- He gave up the CEO seat and put an operator in it, keeping the founder and president role that fits him.
I gave up my role as CEO and put someone in charge of the operations of my company that should be a CEO. That allows me to continue to be a visionary as a founder and as a president. And I didn’t have the courage to do that before, because I kept hitting that glass over and over trying to get to the other side.
What runs without him now
- Operations, under a CEO who isn’t him
- Calvin is on stages and in front of regulators arguing for independent brokers, writing, and building the next brand
If you have to ask me if it was valuable to me, then you know the answer.
Have a few more questions before you book? Talk to Jon