LinkedIn is the most powerful platform for building trust, growing your brand, and attracting high-value opportunities.

But most creators and consultants approach it the wrong way — chasing engagement instead of authority.

That’s where strategy comes in.

I help digital entrepreneurs simplify their content, clarify their message, and build a personal brand that attracts the right audience.

Here’s what you’ll find on my profile:

→ Actionable content strategies for LinkedIn growth
→ Systems to turn content into inbound opportunities
→ Positioning frameworks that build trust at scale

Whether you're a creator, coach, or founder — authority is your most valuable asset.

Let’s build it right.

Nikhel R.

Dashing Leadership

I'm a CEO turned executive coach that helps founders transform into high-performance leaders by shifting into the mindsets and behaviors that help them handle work with ease. My coaching leads clients to more effective interpersonal relationships, better decision making, and a more enjoyable experience of leading. 

I have a decade of experience as a venture-backed CEO, investor, and product leader. Combined with coaching over 50 CEOs, I bring both masterful coaching and operational experience to my clients. I am a great match for scaling leaders who believe their personal development is central to their company's success.

I help clients to create...
- Lower drama and greater team performance
- Clarity of job, prioritization, less thrash
- Greater enjoyment, less stress
- Less doubt, more confidence
- Seeing leadership blindspots, more self-awareness 
- Better decision making, particularly around making big changes

Learn more: www.dashingleadership.com

Executive Coach

Eaze

Senior Product Manager

Credit Karma

With over 60 million members, Credit Karma is working to make financial progress possible for everyone. Since 2007, we have been knocking down barriers that block the path to financial health, helping our members make informed choices and feel confident about their opportunities.

500 Startups

Venture Partner

Fitocracy

• Cofounded Fitocracy, a fitness social network that helps users reach their goals through progress tracking, social support, and professional coaching
• Grew Fitocracy into a 2 million user global community 
• Recruited and led team of 8 designers and engineers across iOS, Android, and web platforms
• Launched online coaching platform and achieved over $1 million GMV annual run rate in <12 months
• Raised over $2 million in venture capital
• Successfully led company to acquisition in 2016

Co-Founder, CEO

Kantar Retail

Learned the wonders of crusty enterprise software

Client Services Manager

Alvarez and Marsal

Consultant

Helping founders transform into the leaders their team needs them to be

I am a CEO turned executive coach that helps founders transform into high-performance leaders by shifting into the mindsets and behaviors that help them handle work with ease. My coaching leads clients to more effective interpersonal relationships, better decision making, and a more enjoyable experience of leading. 

I have a decade of experience as a venture-backed CEO, investor, and product leader. Combined with coaching over 50 CEOs, I bring both masterful coaching and operational experience to my clients. I am a great match for scaling leaders who believe their personal development is central to their company's success.

I help clients to create...
- Lower drama and greater team performance
- Clarity of job, prioritization, less thrash
- Greater enjoyment, less stress
- Less doubt, more confidence
- Seeing leadership blindspots, more self-awareness 
- Better decision making, particularly around making big changes

Learn more: www.dashingleadership.com

Brian Wang

Vibe coding may be the most seductive avoidance mechanism ever invented for technical founders.

A founder I once worked with had a direct report who was underperforming. The feedback conversation had been on his list for weeks. But instead of having it, he spent a weekend vibe coding an internal tool that automated half the person's job. He came in Monday feeling productive while justifying why the conversation still hadn't happened.

AI tools have made building so cheap and fast that founders can do things themselves in an afternoon that used to require a team and a quarter. And for many of them, this feels like a massive unlock. But it's worth examining what it's actually unlocking.

For some founders, AI is genuinely freeing them to focus on higher-leverage work. They delegate better, think more clearly, and use the extra capacity for the strategic and emotional work of leading a company.

For others, it's doing something more subtle. It's giving them a legitimate reason to retreat into the thing they've always been most comfortable doing: building. Vibe coding a prototype feels productive. Shipping a feature over the weekend feels like progress. Rebuilding an internal system because "I can just do it faster now" is the obvious move. Meanwhile, all of the much messier human stuff, like that difficult conversation with their cofounder, the reorg they've been talking about, or the senior hire they need to make but keep finding reasons to delay, all of it stays frozen.

AI makes the avoidance invisible, even to the founder. After all, they're not scrolling X or playing video games. They're shipping! But the reason they're building at 11pm on a Tuesday may have less to do with wise productivity and more to do with the fact that building doesn't require them to sit with a necessary discomfort.

The shift doesn't start with putting the laptop away. It starts with noticing what you're building *instead of*. If every hard leadership moment gets answered with "let me just build something," the building may not be the unlock you think it is.

Executive coach for scaling startup founders

There's a version of startup culture that looks like high performance but is actually one person's anxiety about "enough" spreading to everyone around them.

The anxious founder inevitably builds a culture in their own image without realizing it. They believe there's always more to be done, more to ship, more to optimize. While there is genuine desire to succeed, there is also a deep belief that stillness means falling behind. And that making stillness the enemy is what got them here.

The problem is the team doesn't experience the founder's drive the same way the founder does. The founder feels purpose, but the team feels pressure.

I've watched CEOs whose habit of saying yes to everything and taking on too much gets modeled by their direct reports. The whole company ends up in an overwhelm cycle, initiated from the top. The overwork has gone from personal pattern to culture.

When a founder's self-worth is tied to output, it will always break containment and cascade. The unspoken belief that "more is always possible" becomes the team's unspoken dread that "we are never doing enough."

Worse, the founder creates a self-reinforcing cycle. They over-direct when the team doesn't show enough initiative, accidentally building the exact dependency they complain about. They fire off quick Slack messages that create priority whiplash, sacrificing focused results that would reduce the "enoughness" issue. They measure every employee against founder-level intensity, producing chronic disappointment. In each case, the founder wants a motivated, hard-working team. But motivation built on anxiety about not-enough is not the same as motivation built on shared purpose.

The shift doesn't start with a new management framework. It starts with a harder question: "Is my drive actually inspiring this team or is it creating exactly what I fear?"

AI tools have gotten good enough that a lot of technical founders are rediscovering their favorite part of the job.

They're shipping features in an afternoon that used to take a sprint. They're prototyping at 11pm for the sheer fun of it. For the first time in years, work feels like it did when they started the company.

Meanwhile, the CEO work has started to feel like an interruption.

I once worked with a founder who spent a weekend building an internal tool his team had been scoping for months. He demoed it Monday morning, excited to get the team's reaction. What he was met with was ambivalence. The PM already had requirements in progress, the designer had started mockups, and engineers already had it on their sprint.

The instinct to build everything yourself is easy to justify right now. But when the CEO is the most productive individual contributor on the team, the team stops developing.

I'm not suggesting founders stop building though. Instead, they should use building as the bridge between the vision in their head and what the team actually ships. For years, the hardest part of being a product-oriented CEO was translating what they could see so clearly into specs, wireframes, and conversations that never quite captured it. AI lets them simply show the team what they mean.

The difference is what happens after the demo. "I built this so you don't have to" creates dependency while "I built this so you can see how I'm thinking, now make it better" accelerates the team's judgment.

The founders who are getting this right may be having more fun at work than they've had in years. And their teams are reaping the benefits too.

taplio

The Battle

Nikhel R.

Brian Wang

Followers

Posts

Engagements

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Performance ScoreBrian Wang's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Nikhel R.

Brian Wang

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Brian Wang's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreBrian Wang's LinkedIn Performance