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ENGAGEMENT MODEL

When the model and the system stop agreeing.

Every engagement combines financial discipline, technical fluency, and operator execution. The service line changes; the operating standard does not.

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PHASE 01

Diagnostic Assessment

Days 1–14

We map the operating system, the financial model, and the gap between them in 14 days.

  • Constraint baseline against EBITDA, ARR quality, and delivery velocity
  • Decision-rights audit across product, sales, finance, and engineering
  • 90-day operating scorecard wired to current dashboards
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PHASE 01 Diagnostic Assessment Days 1–14

We map the operating system, the financial model, and the gap between them in 14 days.

  • Constraint baseline against EBITDA, ARR quality, and delivery velocity
  • Decision-rights audit across product, sales, finance, and engineering
  • 90-day operating scorecard wired to current dashboards
See diagnostic services
PHASE 02 Turnaround Plan Days 15–21

We translate the diagnostic into a written, sequenced operating plan with explicit constraints, owners, and dates.

  • Per-constraint move with EBITDA / revenue / delivery target
  • Decision-rights and committee design
  • 30 / 60 / 90 day operating cadence
See plan services
PHASE 03 Implementation Days 22–90

We sit inside the operating system — interim leadership, weekly cadence, and explicit removal of the constraints we baselined.

  • Interim CEO, CFO, CTO, or CPO depending on the binding constraint
  • Weekly operating reviews with the named accountable executive
  • Rolling 30 / 60 / 90 day scorecard against baseline
See implementation services
PHASE 04 Value Capture Days 91–120

We hand the system back to the executive team with a measured operating lift and a transition plan that survives our exit.

  • Final operating scorecard against baseline
  • Permanent leadership transition plan
  • Documented playbook and decision-rights map
See results

SERVICE LINES

Eight ways to turn operating risk into accountable work.

TRANSACTION SERVICES

Transaction Services

Open pillar

TAS · TRANSACTION SERVICES

Technology M&A diligence that speaks EBITDA and DevOps

Most technology diligence misses the gap between financial logic and operating reality. We run quality-of-earnings, revenue durability, technical debt, IP ownership, and integration risk as one decision system.

VAL · VALUATIONS

Valuation arguments grounded in revenue quality and technical reality

The multiple is only as strong as the operating reality behind it. We pressure-test ARR, margin durability, IP position, revenue concentration, technical debt, and founder dependency before the buyer does.

TES · TRANSACTION EXECUTION

Post-close execution that turns the deal model into operating reality

Synergies slip when integration is run as a status meeting. We run integration as an operating office with accountable milestones, technical sequencing, and customer/staff retention metrics.

IB · INVESTMENT BANKING

Exit preparation before the banker takes you to market

The best process starts before the process. We prepare the operating story, finance package, data room, buyer objections, and diligence answers so the company enters market from strength.

COMMERCIAL PERFORMANCE

Commercial Performance

Open pillar

OCFO · OFFICE OF THE CFO

Finance infrastructure that makes the board trust the numbers

A growth company cannot scale on spreadsheet heroics. We build the reporting, unit economics, ARR logic, board packs, and forecast discipline that let CEOs, CFOs, and sponsors make decisions faster.

PI · PERFORMANCE IMPROVEMENT

Performance improvement for teams where the operating system is the constraint

Stalled growth is usually not one broken function. It is the interaction between sales process, delivery capacity, technical debt, finance cadence, and leadership focus. We rebuild the system around measurable outcomes.

OPERATIONAL EXCELLENCE

Operational Excellence

Open pillar

OCFO · OFFICE OF THE CFO

Finance infrastructure that makes the board trust the numbers

A growth company cannot scale on spreadsheet heroics. We build the reporting, unit economics, ARR logic, board packs, and forecast discipline that let CEOs, CFOs, and sponsors make decisions faster.

PI · PERFORMANCE IMPROVEMENT

Performance improvement for teams where the operating system is the constraint

Stalled growth is usually not one broken function. It is the interaction between sales process, delivery capacity, technical debt, finance cadence, and leadership focus. We rebuild the system around measurable outcomes.

IM · INTERIM MANAGEMENT

Interim operators for moments when advice is not enough

Some situations need an operator in the seat: interim CEO, CFO, CTO, CPO, or integration lead. We stabilize decision rights, reset cadence, and keep the business moving while the permanent structure is built.

TURNAROUND & RESTRUCTURING

Turnaround & Restructuring

Open pillar

PI · PERFORMANCE IMPROVEMENT

Performance improvement for teams where the operating system is the constraint

Stalled growth is usually not one broken function. It is the interaction between sales process, delivery capacity, technical debt, finance cadence, and leadership focus. We rebuild the system around measurable outcomes.

IM · INTERIM MANAGEMENT

Interim operators for moments when advice is not enough

Some situations need an operator in the seat: interim CEO, CFO, CTO, CPO, or integration lead. We stabilize decision rights, reset cadence, and keep the business moving while the permanent structure is built.

TRS · TURNAROUND & RESTRUCTURING

The call before the situation becomes unrecoverable

Turnaround work starts when missed numbers, stalled initiatives, integration failures, or technical debt have become board-level risk. We bring operator authority, financial discipline, and technical fluency into the same room.

OPERATING METHOD

Diagnose. Stabilize. Install cadence.

Three moves we run on every engagement. The constraint changes; the discipline does not.

01 · CONSTRAINT BASELINE
EBITDA, ARR quality, and delivery velocity scored against a single baseline so every move ties to a measured operating gap.
02 · DECISION-RIGHTS RESET
We map who decides, who owns, and who advises across product, sales, finance, and engineering. The committee gets fewer seats and shorter cycles.
03 · 90-DAY OPERATING SCORECARD
A single dashboard wired to the existing systems, measured weekly, signed by the named accountable executive.

AI TRANSFORMATION

A new service lane for practical AI transformation.

For growing businesses that need AI use-case selection, workflow automation, internal copilots, governance, training, and measurable adoption without making the whole front door private-equity specific.

AI DIAGNOSTIC

QuickStart AI Audit

A 5-business-day AI audit that identifies the first workflows worth building, the risks to avoid, and the right next paid implementation path.

Timeline
5 business days
Price
$4,500-$7,500

AI ROADMAP

AI Transformation Blueprint

A two-week roadmap for turning scattered AI experiments into prioritized workflows, governance, vendor decisions, and a measurable implementation plan.

Timeline
10 business days
Price
$15,000-$25,000

AI IMPLEMENTATION

90-Day AI Implementation Sprint

A 12-week implementation sprint that builds production AI workflows, trains the team, installs review cadence, and measures business results.

Timeline
12 weeks
Price
$35,000-$150,000
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REFERENCE ENVIRONMENTS

Tested across technology middle-market companies and Fortune 500 divisions.

GLOBAL MEDIA & ENTERTAINMENT
$90B+ revenue · 28,000-user enterprise migration with zero downtime
GLOBAL ELECTRONICS OEM
$200B+ revenue · regulated-technology integration program
ENTERPRISE HARDWARE VENDOR
$90B+ revenue · post-merger systems consolidation
DoD AGENCY
Mission-critical infrastructure · classified security frameworks
ENTERPRISE CYBERSECURITY
$7B+ revenue · $3M stalled initiative unblocked in 30 days
ENTERPRISE INFRASTRUCTURE
$30B+ revenue · complex carve-out and integration execution
GLOBAL FILM & TV STUDIO
Major-studio scale · post-merger retention work
GLOBAL ASSET MANAGER
Top-tier financial services scale · technical platform rescue

Prior environments described by industry and scale.

$3M
STALLED PROJECT UNBLOCKED

A $3M stalled initiative shipped in 30 days after the operator-led diagnostic.

Engagement at a Fortune 500 cybersecurity vendor. Governance reset, delivery sequencing, stakeholder alignment when the code and the board deck no longer agreed.

RESULTS View results

Unsure which service fits?

Start with a diagnostic. The right mandate should come from the constraint, not the menu.

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