I walk alongside a small number of clear-eyed business owners as they navigate critical inflection points.

Most often that means a succession, an exit, or a growth imperative that’s surfacing questions they’ve never had to answer before.

The relationship tends to last several years and takes the form of a long conversation, returned to over time.

It’s structured around the urgent situational questions that demand your attention, not a fixed cadence.

Let’s Talk

My job is to think clearly and honestly alongside you. That involves asking the right questions, and it also involves telling you what I think. I have a great many opinions, formed over thirty-plus years in mid-market investing, business building, and governance, and I bring them to bear on your precise situation. 

While specialists handle the structural and transactional pieces, my focus is on the human, cultural, and organizational dimensions of change — the identity questions, systemic relationships, and questions of stewardship that tend to sit at the heart of any real transition.

Context, grounded in multidisciplinary perspectives

Universal principles are for textbooks. Context is what an inflection point demands. 

That context comes from rigorous and diverse thinking, drawing as needed from constraint theory, family systems, history, biology, capital markets, and the specific patterns I’ve observed in guiding other business leaders through similar transitions. The lattice work, as Charlie Munger called it, is how I think.

None of it is applied as a playbook. Our thinking is always accountable to the numbers and the unique conditions at hand. When a situation calls for someone else’s expertise or a relationship you don’t yet have, the introduction is usually one I can make. 

Who this works for Who this works for

Owners of capital-intensive businesses — typically $20–100M in revenue, with at least $2–2.5M in net operating profit. Engagements run about three years. Advisory fees fall between $250,000 and $750,000 per year, never exceeding ten percent of net operating profit.

If those numbers are uncomfortable, this probably isn’t the right fit.

For everyone else: a conversation is the only way to find out.

Get in Touch