Executive Interview Series: Daniel Koffler on Scaling Smarter — How Executive Function Fuels Sustainable Brand Growth
At WIN Brands Group, we’re dedicated to helping great consumer brands scale through shared infrastructure, resources, and expertise. But growth doesn’t just require operational efficiency—it demands mental efficiency. The ability to prioritize, delegate, and adapt as an organization scales depends on a set of skills that often go overlooked: executive functions.
To explore this connection, we sat down with Daniel Koffler, Founder and CEO of New Frontiers Executive Function Coaching. New Frontiers is one of the nation’s leading organizations specializing in executive function coaching for professionals and ADHD coaching, with tens of thousands of hours of experience supporting individuals and teams. While their coaches work across a diverse range of clients, their approach remains grounded in one principle: efficiency isn’t about doing more—it’s about thinking better.
In this conversation, Daniel explains why scaling a brand requires scaling decision-making, how to recognize when systems—not people—need an upgrade, and why adaptability is the real differentiator for long-term success.
Q: When brands join a group like WIN, they suddenly have access to more systems, data, and support. What cognitive challenges come with that level of scale?
A: Growth brings opportunity, but it also multiplies complexity. Leaders and teams go from managing one system to five. Their attention gets fragmented—too many dashboards, decisions, and deliverables. That’s when executive functions like prioritization, planning, and emotional regulation get tested. The paradox is that as businesses grow, the skills that got them there can start to work against them. Coaching helps leaders identify those pressure points early so that their habits and mental models evolve along with their company.
Q: WIN emphasizes operational infrastructure as the backbone of growth. How does executive function coaching complement that?
A: You can think of it as the human operating system that powers everything else. You can have the best processes in the world, but if people are overwhelmed, can’t delegate effectively, or are stuck firefighting, it’s not sustainable. Our work is about helping individuals and teams use those systems intentionally. We help them recognize bottlenecks—where a better workflow or automation tool could replace a manual process—so they can focus their energy where it matters most. That’s often the missing layer between growth and burnout.
For more insights on optimizing human performance and systems, you can explore our executive function resources.
Q: Many founders struggle to delegate as their brands grow. How do you help leaders build trust and let go?
A: Delegation is one of the most emotionally complex executive function skills. It’s not just about efficiency—it’s about identity. Founders often equate control with quality. Coaching helps them redefine what “good leadership” looks like: creating the right systems, communicating expectations clearly, and then stepping back. When that trust structure is in place, leaders can move from managing tasks to managing outcomes. That’s where real scalability begins.
Q: Tools and automation are a major focus for WIN’s brands. How can technology like this reduce executive function overload for teams?
A: The right tools act like external executive functions—they extend working memory, support organization, and reduce cognitive load. For example, automated reporting or inventory tracking removes the need to mentally juggle dozens of variables. But the real power comes when people are coached on how to integrate those tools effectively. If a team doesn’t know why or how a system helps them, it just becomes noise. Technology should simplify thought, not complicate it.
Q: You’ve mentioned that adaptability is key in scaling environments. What makes it so important?
A: Adaptability is what allows leaders to pivot without panic. Markets shift, supply chains change, and teams evolve. People who struggle with adaptability often rely on rigid routines or outdated assumptions—they resist change because it feels unsafe. Coaching helps build flexibility into both mindset and systems. When you normalize iteration, you make change less threatening and more strategic. That’s critical in the kind of fast-moving, multi-brand environment WIN operates in.
Q: For founders considering selling or scaling through a group like WIN, what advice would you give?
A: Start thinking about how your brain—and your team’s brains—will need to evolve along with your business. Operational readiness is only half the story. The other half is cognitive readiness: clarity in priorities, awareness of your limits, and openness to new systems of accountability. If you prepare for that, integration becomes much smoother. Growth then feels less like loss of control and more like gaining a stronger foundation.
Q: What do you see as the future intersection between coaching and brand growth organizations like WIN?
A: I think the future is hybrid—where operational excellence and human performance are developed together. We’re already seeing forward-thinking organizations recognize that scaling culture and scaling systems are inseparable. WIN is a great example of that mindset: investing in structure while preserving creativity. The companies that master both will not just grow faster—they’ll grow smarter.