Services
I'm not a generalist consultant. I focus on one moment: when your founder-driven operations can no longer keep up with your growth. Here's what that work looks like.
A clear operational roadmap that works at your size now—not a generic framework borrowed from a company ten times bigger.
We map your current state, identify where operations are breaking under growth, and build a sequenced plan for hiring, systems, and process design. You leave with a clear picture of what to fix first and why—and the discipline to not fix everything at once.
Your first real financial plan. Forecasting you can trust, unit economics you understand, and dashboards that tell you something useful.
I've built financial infrastructure from scratch at venture-stage companies. We establish the models, the reporting cadence, and the OKR framework that connects your numbers to your operational decisions—and that your investors will scrutinize.
Hiring that doesn't break the company. Org design that makes sense at your current size and survives your next doubling.
We build hiring frameworks, interview processes, onboarding, performance management, and the HR infrastructure that good people need to stay. This is built before things break—which means before the wrong hire costs you six months and a cultural reset.
When your product, engineering, and business teams are pulling in different directions, nothing gets shipped and no one is happy.
I've managed reorgs, integrated acquired teams, and turned siloed functions into actual working units. We build the communication structures, decision-making frameworks, and leadership rhythms that let your team operate without you in every room.
The hard questions investors ask have operational answers. Let's build those answers before you're in the room.
I've been on both sides of the table—in board rooms and in deal execution. I know what diligence looks like and what investors are actually worried about. We make sure your operations can answer those questions, and that your board presentations become strategic rather than defensive.
You don't need to become an expert in legal, IT security, or regulatory compliance. You need someone who knows when to bring in the right expert — and how to manage them.
I'm not a lawyer or a CTO, and I won't pretend to be. What I do is identify what your business actually needs across entity structure, employment law, data privacy, IT security, and compliance frameworks — then find, brief, and manage the specialists who deliver it. Founders at your stage waste enormous time and money on the wrong advisors. I help you hire the right ones and get what you need out of them.
Most founders I work with come in knowing something is broken but unsure exactly what. That's what the first conversation is for. Tell me where you are, and we'll figure out together whether—and how—I can help.
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