High-performing executives go heads down in their role. They never mean to go quiet with their network, but they do, and most don't re-engage until a transition is already in motion. Almost every senior leader this has happened to has told us some version of the same promise: "I'll keep up with my network this time. I'll never let this happen again." Then the new role takes over, and the network goes cold anyway.

The data makes the stakes clear. When a VC, PE, or family office backed company hits a major milestone (a large funding round, an IPO, a sale), between 30% and 100% of the senior executive team transitions within the next 6 to 12 months. Meanwhile, the average senior executive search runs 16 to 30 months. That math creates gaps, and it tends to hit high performers hardest. Add that 90% to 99% of senior executive roles are never publicly posted, or are posted only after a preferred candidate is in hand, and a warm network stops being a nice-to-have.

Here's what matters: this is not a personal failing. There are real reasons networks go cold, and every one of them can be addressed. We've taught this framework to senior executives who now truly keep their networks warm. And they aren't the loudest voices on LinkedIn. They run a quiet system that strengthens relationships, adds real value to the people they know, and builds authority inside their network. In minutes a week, not hours.

In this session, Kurt Uhlir walks through that system. It combines the NetWeaving philosophy with what we've learned from interviews and working sessions with more than 200 senior executives over the past several years. You won't find this framework published anywhere else.

We'll cover:

• New 2025 and 2026 data on senior executive tenure and transitions across VC, PE, and family office backed companies, including what happens after funding rounds, IPOs, and sales
• Why the overwhelming majority of senior executive roles never reach a public posting
• How a personal relationship system differs from a sales or pipeline CRM, both in function and in mindset
• The framework itself: keep your network warm, strengthen existing relationships, and build the right new connections (both senior executives and retained search professionals), all with minimal time
• The tools to know what's happening across your network and to walk into every call and introduction effortlessly prepared

We'll use breakout sessions to get to know one another and work through the material together, and we're reserving half the session for Q&A with Kurt Uhlir and Huff Logue. Questions are welcome ahead of time and live.

Who this is for: Senior leaders and decision-makers shaping companies today, from C-suite executives to those reporting directly to them. They run high-growth startups, scale enterprises, and lead divisions of established market leaders, often with full P&L responsibility. The common thread: proven influence, a servant leadership mindset, and a drive to grow both their organization and themselves.

Private equity is being forced to rethink parts of the old playbook. In a market where capital is more disciplined, exits are less predictable, and growth cannot be assumed, investors and operators are paying closer attention to how value is actually created over time.

This CEO Netweavers panel will explore how private equity strategies are shifting, with a particular focus on longer-term investments, operating discipline, leadership alignment, and the changing relationship between capital partners and company leaders.

The conversation will move beyond broad market commentary and focus on what these changes mean for executives, owners, investors, and senior operators who are building, buying, selling, advising, or leading companies in a more demanding environment.

Who Will Be in the Room

This gathering is designed for a select room of CEO Netweavers members and invited senior leaders who carry real responsibility for growth, operations, capital, people, strategy, and long-term enterprise value.

Attendees will include CEOs, presidents, C-suite executives, investors, advisors, and senior leaders from meaningful organizations across Georgia. Many are responsible for companies with $5M+ in revenue, $100M+ P&L responsibility, or teams large enough that their decisions shape the direction and performance of the organization.

You can expect a strong mix of leaders from privately held companies, public companies, family businesses, growth-stage companies, larger enterprise divisions, and the private capital ecosystem. The value of the room is not just seniority. It is the cross-functional perspective, candor, and lived experience of leaders making consequential decisions in real time.