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For sponsors and the companies they back
The value creation plan isn’t the hard part. Running it is.
I’m a former founder and CEO who embeds with private equity sponsors and their portfolio companies to actually deliver the plan — carrying operating responsibility from diligence through exit, with technology and AI as the lever that moves margin fastest.
Where I work
Four points in the deal where execution decides the return.
The thesis is settled — operations, not leverage, produce the return now. The staffing isn’t. Most sponsors don’t need another findings deck; they need someone who will own the plan, sit in the weekly review, and stay until the number moves. That’s the work I do, and technology and AI are where I do it faster than a generalist can.
Technology & AI Due Diligence
Know what you’re buying — and whether this team can deliver it. I pressure-test the technology foundation and AI exposure of a target so the IC sees real risk, real cost to fix, and real upside. Then I answer the question the platforms can’t: can this management team actually execute the plan you’re underwriting?
- IC-ready findings
- Remediation cost view
- AI risk and margin upside
- Management execution readiness
Value Creation & the 100-Day Plan
Convert the thesis into earnings. I build the sequenced value-creation plan and then run it — owner by owner, week by week — so Year 1 is execution rather than discovery. Technology and AI get deployed where they touch margin, not where they demo well.
- Sequenced 100-day plan
- Owner-level accountability
- Early margin wins
- Leadership alignment
Operating Partner & Fractional COO / CTO
Operator capacity through the hold, at the seat the asset actually needs. I take real operating responsibility across one company or the portfolio — running the commercial cadence, AI enablement, and modernization work that lifts margin, builds the management bench, and de-risks the asset before a buyer ever sees it.
- Fractional COO / CTO / CIO
- Operating cadence and KPIs
- AI in production, not pilots
- Management team build
Exit Readiness & Equity Story
Sell the value you actually built. I get the operating proof, the data, and the technology narrative into exit-ready shape so the equity story survives buyer diligence — including the AI questions buyers now walk away over — and defends the multiple.
- Defensible equity story
- Diligence dry run
- Data room readiness
- Management prep
What I move
Technology is the method. These are the results.
Most of AI’s value sits in the core of the business — commercial operations, supply chain, service delivery — not in the IT function. So I work the P&L lines directly and use technology to get there.
Who I work with
The sponsor is the door. The portfolio company is the work.
Three buyers, three different moments — and often the same asset. Whoever brings me in, the measure is the same: did the number move.
Deal teams & investment partners
You’re evaluating a target and need a technology and AI read you can defend to the IC — including the harder question of whether this management team can deliver the case you’re underwriting.
Operating partners & portfolio ops
You’ve committed more value creation to your LPs than you have operator capacity to deliver. I extend your bench across one asset or several, without adding permanent headcount to the fund.
Portfolio company CEOs & CFOs
You own the number. I sit alongside your team in the weekly cadence and run the operating and technology work that gets you there — as a partner to management, not a monitor for the fund.
Start here
Deal Strategy Intensive
Not ready for a full engagement? Bring one live question — a target you’re circling, a portfolio company that has stalled, an exit eighteen months out — and we work it in a focused session. You leave with a written point of view you can take to your partners.
Typical questions
- Is this target’s technology a risk or a lever?
- Why hasn’t the 100-day plan moved?
- Where does AI actually touch our margin?
- Can this management team deliver the case?
About
I ran a company for real before I advised anyone on how to run one — and I sold it.
I founded Conscientia Corporation in 2008, ran it for a decade, and sold it to a publicly traded company in 2018. I started this advisory practice in 2016 and ran both at once for two years — which turned out to be its own kind of operating lesson. Across thirty years I’ve carried a P&L, made the payroll call, decided what not to build, cut what wasn’t working, and lived through a sale process from the other side of the table. I’ve led more than a hundred M&A, integration, and value-creation programs across product and services businesses.
Technology and AI are where I’m deepest, and that depth is real — but it’s a lever, not the job. The job is running the plan. Most value creation plans don’t fail on the technology; they fail because the management team can’t absorb the change fast enough. As a certified executive coach and team-dynamics specialist, I work both sides of that at once. That’s what separates me from advisors who hand over findings and leave, and from consultancies that staff a team of analysts who’ve never held the seat.
A $25M EBITDA portfolio company doesn’t need a brand-name consultancy. It needs an embedded operator who will sit in the weekly commercial review for nine months. That’s the work I’m built for — and if your situation calls for something else, I’ll tell you.
Next step
Bring me the plan that isn’t moving.
A short call is usually enough to tell whether I’m the right operator for the situation — and if I’m not, I’ll say so and point you somewhere better.