We put one experienced operator in one executive seat: the CFO seat or the COO seat. The seat is covered this month, one to two days a week, on a path we agree before it starts. Columbus, Ohio first by relationship, anywhere by fit.
The strategic seat: forecasting, capital allocation, investment governance, and knowing where to cut. The controller, the CPA firm and outside counsel report up to it, so you get direction in those areas, not only a model. Most owners would rather not manage the accountants and the lawyers. John likes that work. This is his seat. It makes the numbers decide things, and it keeps the powder dry so the right opportunity can be funded the week it shows up.
Operations and process. Nine times out of ten the problem isn't the tool, it's the process, so we fix the systems first and the AI has something to plug into. This is Paul's seat: twenty-nine years leading operations for 700+ stores, and the build-versus-buy voice on every engagement.
Other chairs, the CMO seat and the CEO chair among them, are in the common questions.
The seat you need decides which of us sits. The firm works with companies from roughly $50M to $1B in revenue. John is most effective from $50M to $500M. Paul is most effective from $100M to $1B. The bands are a guide, not a gate. Outside those ranges we work project by project: a valuation, a diligence sprint, a strategy built and handed off.
AI is not the blocker. Finding the person who understands your vision and can execute it, with whatever tool is in front of them, is the blocker. Finished work is cheap now. Judgment is not. Every tool you already bought starts working when someone with judgment settles where it belongs in the operating model.
Our sharpest edge is translating a shared vision into an action plan with dates and owners. Above you, below you, or next to you. The org chart doesn't matter. The shared vision does.
The books are clean and the bank package goes out on time, and nobody owns the forecast. The bank or the board has said the word CFO.
The search plus ramp is a six-month hole in your operating year. We cover the seat this month.
Fractional or full-time? →Post-close gaps, founder-to-PE-grade transitions, pre-exit de-risking twelve to eighteen months out.
The PE portfolio seat →The plateau that needs go-to-market or operating discipline, not another tool. We find the levers, build the numbers forward, and pull them in order.
Your board wants a position, not a pilot. We built, ran, and exited an AI company. The judgment comes with the seat.
Thirty minutes to start, an NDA before the first real conversation, and a path agreed before day one. The first ninety days are dated with owners. Ninety days is the minimum, not the length. It takes that long to learn the lay of the land, the priorities that are real and not just on paper, and the limits. After that, the seat runs as long as the plan needs an operator in it. It ends with your team running it without us. How an engagement works →