An $11M+ EBITDA services company was trapped. The founder had an old investor with a revenue share agreement that took half their free cash flow every year—$5M annually walking out the door.

Worse: the investor had veto rights on any acquisition, meaning the founder couldn't exit on his own terms even if he wanted to.

I advised on debt restructuring strategy to buy out the predatory investor. We got rid of the revenue share agreement, eliminated the veto rights, and gave the founder back control of his business and his exit timeline.

The result: $5M added back to the bottom line annually, and the founder could finally pursue acquisition without anyone blocking the path.

A cutting-edge AI company was on the brink of shutting down. They had incredible technology but were bleeding cash and couldn't see a path forward.

I advised on their $300M+ IP portfolio valuation strategy—helping them understand and articulate the true value of what they'd built. By properly positioning their assets, we turned a company headed for insolvency into a legitimate acquisition target.

Within months, they went from considering shutdown to fielding serious acquisition conversations.

A robotics distributor wanted to grow quickly—either to make a strategic acquisition or position themselves to be acquired. But their revenue was entirely founder-dependent. Every deal required the founder in the room, which was limiting growth and would scare off any potential acquirer.

I built revenue systems and processes that enabled the team to close deals without the founder's involvement. We documented the sales process, trained the team, and created repeatable systems.

Within the first month, closed sales doubled—proving the business could scale without the founder being the bottleneck.

The result: The company could now grow fast enough to pursue their strategic options, whether acquiring or being acquired.