How It Works

An $11M EBITDA services company was losing $5M annually to a predatory investor who also held veto rights on any sale. I advised on a debt restructuring strategy that eliminated the revenue share, removed the veto rights, and gave the founder back control of his exit timeline.

A cutting-edge AI company with breakthrough technology was weeks from shutting down due to cash burn. I advised on their $300M+ IP portfolio valuation strategy, helping them properly position their assets. Within months, they went from insolvency to fielding serious acquisition conversations.

A public company's growth was being blocked by meddlesome shareholders who controlled enough votes to obstruct strategic decisions. I advised management on a recapitalization strategy designed to dilute problematic voting control. The company successfully executed the strategy and regained control of its strategic direction.

A robotics distributor's revenue was entirely founder-dependent. Eery deal required the founder in the room, limiting growth and making the company unacquirable. I built repeatable sales systems and trained the team to close without founder involvement. Within 30 days, closed sales doubled.

A boutique management consulting firm had deep operational expertise but was stuck trading time for money. I advised them on pivoting to an independent sponsor model, developing their capital strategy, and positioning themselves as credible acquirers. They successfully negotiated a merger agreement and secured board approval for a majority stake acquisition of a public company.

I founded a software company and raised pre-seed capital from a $500M venture capital fund. But as I operated the business, I realized something: I didn't fully understand the exit paths that would determine whether I'd built something valuable or just functional. So I wound down the company to learn deal structuring and private equity—because I needed to understand how buyers actually evaluate businesses if I was going to be a successful operator. Now I bring that perspective to every client: I've been the founder trying to build something acquirable, and I've learned what actually matters when the deal is on the table.

An $11M EBITDA services company was losing $5M annually to a predatory investor who also held veto rights on any sale. I advised on a debt restructuring strategy that eliminated the revenue share, removed the veto rights, and gave the founder back control of his exit timeline.

A cutting-edge AI company with breakthrough technology was weeks from shutting down due to cash burn. I advised on their $300M+ IP portfolio valuation strategy, helping them properly position their assets. Within months, they went from insolvency to fielding serious acquisition conversations.

A public company's growth was being blocked by meddlesome shareholders who controlled enough votes to obstruct strategic decisions. I advised management on a recapitalization strategy designed to dilute problematic voting control. The company successfully executed the strategy and regained control of its strategic direction.

A robotics distributor's revenue was entirely founder-dependent. Eery deal required the founder in the room, limiting growth and making the company unacquirable. I built repeatable sales systems and trained the team to close without founder involvement. Within 30 days, closed sales doubled.

A boutique management consulting firm had deep operational expertise but was stuck trading time for money. I advised them on pivoting to an independent sponsor model, developing their capital strategy, and positioning themselves as credible acquirers. They successfully negotiated a merger agreement and secured board approval for a majority stake acquisition of a public company.

I founded a software company and raised pre-seed capital from a $500M venture capital fund. But as I operated the business, I realized something: I didn't fully understand the exit paths that would determine whether I'd built something valuable or just functional. So I wound down the company to learn deal structuring and private equity—because I needed to understand how buyers actually evaluate businesses if I was going to be a successful operator. Now I bring that perspective to every client: I've been the founder trying to build something acquirable, and I've learned what actually matters when the deal is on the table.