The investor's read. I get inside your numbers, your operation, and your market the way a buyer would, and find the few levers that change what the business is worth.
The partnership. Strategic finance and CFO discipline, growth across organic and M&A, and capital planning, worked alongside you month to month.
The amplifier. Where it earns its keep, I build AI into the operation: business intelligence that turns your data into insight, and automation that takes out cost and friction.
A true vantage point. The clear, honest read on a business, from someone who has sat on the investor's side of the table and knows what actually moves its worth. That read is where every engagement begins.
So here's the record, the same way I'd ask for yours. Two tracks, run in parallel for over a decade, that this practice now combines.
Roughly twelve years as an investor across institutional credit, special situations, and buyouts, with $2B+ deployed across 30+ investments. In parallel: a company-builder and, more recently, a hands-on builder of production AI systems.
Almost no one does both halves of this job. Most AI consultants can't underwrite their work to a financial outcome, and most finance people can't build the systems. I sit in the seam between the two.
A decade-plus underwriting businesses for a living, with investing roles across PGIM, H.I.G. Capital, and Comvest among other institutional platforms: senior lending, distressed and special situations, and control investing in the lower middle market. $2B+ deployed, 30+ investments underwritten, from first read to final structure.
The current seat: leading investments in exactly the kind of companies this practice serves, founder-built, $5M to $100M, where the gap between what the business is and what it could be worth is the whole opportunity.
Not just a board seat. Built a national multi-site services platform through 20+ sourced, structured, and integrated acquisitions blended with organic expansion, and helped scale a healthcare education and clinical services group growing 20% per year.
Designed and shipped 40+ production AI agents on an in-house stack: market and competitive intelligence, financial analysis, automated briefings, and back-office automation, running daily.
The investor's read on what moves enterprise value, and the builder's ability to ship the systems that move it. For owners, on their terms.
Owners and founders who have already done the hard part: a business that works, with real customers, real cash flow, and a team that depends on them. The next chapter is harder to see clearly from the inside. More growth, stronger margins, a better balance sheet, and eventually room to choose what comes next.
That is the seat I take with you. Not a consultant who hands over a deck and leaves, and not a buyer circling your company. A partner embedded in the work, with an investor's instinct for the few moves that actually change what the business is worth.
Most advisors can tell you what to do. Few can build it with you. I do both. I bring the discipline of an investor who has deployed real capital, and where technology earns its keep, I build it myself. Every engagement is tied to a number, so you always know what it is meant to be worth.
When the time is right, the same relationship can open the door to growth capital, a partner for the next stage, or a path to liquidity. Always on your timeline, never as a precondition.
Engaged together or in sequence, each tied to a measurable change in the business.
The financial backbone a growing business needs, without the cost of a full-time hire. Clear numbers, a real plan, and the discipline to act on both.
Both growth engines, run with discipline. Organic levers priced against acquisition targets, so the growth plan is an allocation decision rather than a wish list.
Built by me, not bought off a shelf. Business and market intelligence that turns your data and financial trends into insight, and automation that takes real cost out of how the business runs.
Planning across the horizon. Short-term liquidity, medium-term financing for growth, and long-term options for the business and for you.
Every business has two growth engines: the one you build and the one you buy. Most owners only ever get shown one of them. Twelve years of deploying real capital taught me to price both paths against each other and put the next dollar where it earns the most.
The compounding engine. Sharper pricing, a real sales process, new markets and service lines, capacity that scales without chaos. Unglamorous work, and the cheapest enterprise value you will ever create.
The step-change engine. The right tuck-in can add in one closing what organic grind takes years to build, if it's sourced well, priced right, and actually integrated. I've underwritten 30+ deals and integrated 20+ acquisitions from the investor's seat.
The question is never organic or M&A. It's which dollar, into which engine, at what price. That's an underwriting question, and it's the one I've spent my career answering.
Not a chatbot in the corner. Real systems built into the workflows your business already runs on: intelligence that turns your data and financial trends into insight, and automation that takes the drudgery out of the operation. I build them, I maintain them, and each one is tied to a number. Pick a function to see where it fits.
Your data lives in six systems and a stack of spreadsheets. Every answer is a project, and nobody fully trusts the numbers.
Sales, operations, and financials flow into one live picture. Trends, drivers, and anomalies get translated into plain-language insight: what changed, why, and what it's costing you.
Not theory. The same motions this practice runs for owners, executed with real capital at stake.
A national multi-site services platform scaled through disciplined buy and build: targets sourced, structured, and integrated, blended with organic expansion, both growth engines at once.
A healthcare education and clinical services group scaled through new programs, institutional partnerships, and operating discipline, with growth compounding year over year.
Production AI agents running business intelligence, market and competitive analysis, automated briefings, and back-office workflows, the same systems this practice deploys for clients.
You shouldn't have to bet on a stranger. The way in is deliberately small, free to start, and useful even if we never work together again.
Thirty minutes on your business. Where it is, where you want it to go, and what's in the way. No deck, no pitch, no obligation.
I read your numbers the way a buyer would, map the levers worth pulling and what each is worth, and build one working AI system inside your operation. Priced to be an easy yes, and you keep the plan, the model, and the system whether or not we go further.
Ongoing, month to month. We work the plan across finance, growth, capital, and the systems, and re-underwrite against the number every quarter.
No. This is a partnership in how we work, not in your cap table. The default engagement is a straightforward service relationship: you own the business, you make the calls, and everything we build belongs to you. If you ever want growth capital or a partner in the business, that door exists, but it only opens from your side, on your timeline.
A consultant leaves you a plan. A fractional CFO runs the numbers. I do the investor's read on what the business is worth and what would change that, then work the plan alongside you and personally build the systems that move it. Almost nobody offers both halves, and the work is underwritten to a number you can hold me to.
That's rather the point. AI here is a tool in service of the plan, not the plan itself. The systems embed into the workflows and tools you already run. Nothing gets ripped out, and your team keeps working the way they work, with the drudgery taken off their plate. And if a system can't be tied to a number worth moving, it doesn't get built.
The first conversation is free. The audit is free or a low fixed fee depending on scope, agreed up front. Ongoing work is a flat monthly partnership sized to scope, with performance upside where it makes sense. Every engagement is underwritten to a target return before it starts, so the fee always has a number attached. No long lock-ins: if the work stops earning its keep, stop.
A few hours a week from you and your key people during the audit, mostly conversations and access. After that, a standing cadence you set. The whole point of building intelligence and automation into the operation is to hand you time back, not take more of it.
If you're building something worth more than the market currently gives it credit for, let's talk. Thirty minutes about your business, no deck and no obligation. If it's useful, the audit comes next.
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