Strategic Advisory · Est. Since First Hard Question
The answer is already
in your business.
I help you find it.
One advisor. The morning after a failed acquisition. The week before a Series C. The quarter growth flatlines.
Act I · The Problems That Bring Clients to the Table
These are not hypotheticals.
They are confessions.
“We doubled revenue and halved our margin.”
— Series B SaaS, $68M ARR
“The board has more conviction about the strategy than I do.”
— PE-backed industrial, $140M revenue
“My father built this over forty years. I inherited it eleven months ago.”
— Family enterprise, $55M revenue, 3rd generation transition
“We hired a strategy firm. They delivered a deck. Nothing changed.”
— Manufacturing group, $95M revenue
“The acquisition closed six months ago. Integration is behind. The synergies aren't materialising.”
— Operator rolling up professional services, $200M+ combined
“Q4 was the third consecutive miss. I'm out of explanations.”
— B2B technology, $32M revenue
Act II · The Method
Frameworks drawn for
your specific problem.
These are not pre-packaged methodologies renamed and resold. Each framework is drawn on paper, in the room, for the situation in front of us. They appear here as they appear in every engagement — as a beginning, not a conclusion.
The Inflection Audit
Before any strategy can be built, the actual problem must be distinguished from the presenting symptom. Most engagements begin here.
The Constraint Map
Every flatline has a single binding constraint. The discipline is resisting the urge to fix everything and finding the one thing that unlocks the rest.
The Decision Architecture
The right decision made six months late costs as much as the wrong decision made on time. This framework clarifies what must be decided, by whom, and when.
Note to the reader: the frameworks above are entry points. The actual work happens in the conversation. These diagrams exist to give you a sense of how the thinking is structured — not to substitute for it.
Act III · Case Studies
Enough detail to prove
transformation.
Client identities withheld by agreement. Outcomes verified. The parts that are redacted are the parts that belong in a conversation, not a website.
Margin recovery after a misaligned acquisition
Outcome
$14M EBITDA improvement over 18 months
Industry
Professional Services
Revenue
$140M
Trigger
Post-acquisition integration failure
Detail [Partially Redacted]
The operating model of the acquired entity was with the parent's cost structure, creating a that eroded across three service lines.
Within six months of engagement, the constraint was identified and isolated. A restructuring of the service delivery model — not the org chart — recovered the margin without a single involuntary departure.
Preparing a founder for a Series C they almost declined
Outcome
$80M raised at a 3.2x step-up in valuation
Industry
B2B SaaS
Revenue
$28M ARR
Trigger
Growth plateau, board pressure
Detail [Partially Redacted]
The founder believed the plateau was a problem. It was a problem. The distinction cost in misallocated capital before the engagement began.
A twelve-week engagement reframed the company's positioning within its category, rebuilt the unit economics narrative, and prepared the founding team to answer the questions investors were actually asking.
Third-generation transition without fracturing the family
Outcome
Governance framework adopted unanimously
Industry
Family Enterprise
Revenue
$55M
Trigger
Succession — founder incapacitation
Detail [Partially Redacted]
Four siblings. Three . One that none of them had articulated. The business was not the problem — the was.
The engagement separated the business decisions from the family decisions, creating a governance structure that gave each principal a defined role and a clear exit path if they chose it. The business grew 22% in the following year.
Turning around a PE portfolio company in fourteen months
Outcome
EBITDA target achieved two months ahead of schedule
Industry
Industrial Manufacturing
Revenue
$95M
Trigger
PE operating partner — covenant pressure
Detail [Partially Redacted]
The operating partner had already twice. The management team had . The covenant was eleven months away.
The engagement identified a single operational constraint that accounted for 60% of the variance from the investment thesis. Fixing it required a decision the management team had been avoiding for two years.
Engagement · Private Briefing
The first conversation
costs nothing.
A Private Briefing is a sixty-minute structured conversation — not a sales call. You describe the situation. I ask the questions that clarify it. At the end, you have either a sharper understanding of the problem or a clear sense of whether an engagement makes sense. Either outcome is useful.
Who requests a briefing
CEOs of $10M–$200M companies whose first playbook has stopped working
PE operating partners with a portfolio company that needs to turn in eighteen months
Family business heirs navigating a transition they didn't design
Limited to three new engagements per quarter
Secondary Path · Gated Resource
Download the
Strategic Audit Framework
A twelve-question diagnostic I use at the start of every engagement. Designed to surface the constraint that is actually limiting your business — not the one that feels most urgent. Fourteen pages. No watermark. Yours to use.