We are a family-run advisory and operating firm led by two career executives who have spent decades building, fixing, and scaling revenue engines inside technology companies. Between us, we have taken companies from zero to scale, rebuilt failing go-to-market models, launched global partner ecosystems, and operated at senior executive levels inside public companies, private equity-backed firms, and venture-stage businesses.

 

We have owned the outcomes. We have lived with the consequences. We do not advise from the sidelines.  

 

Today, our work focuses on Chief Revenue Officers, Partner leaders, and product go-to-market executives who are navigating growth that looks good as a plan but breaks down in execution.  We operate primarily in technology markets for our advisory work and have invested in both technology and hospitality businesses as part of our advisory work.

 

We help leadership teams align product, partners, and revenue so growth is durable, repeatable, and economically sound to drive scale and growth.

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This includes:

• Designing and fixing revenue and partner models that actually scale

• Aligning product strategy with how customers buy and partners deliver

• Rebuilding incentive structures that distort behavior and destroy trust

• Moving organizations from transaction-driven motion to lifecycle value creation

• Helping leadership teams see where their GTM math is lying to them

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We also selectively invest, but capital is not the value, operating judgment is.

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Our Point of View

After working with hundreds of executives, operators, and founders, one pattern is consistent:

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The highest-performing leaders are not chasing growth:

They are aligned around customer insights, value creation, and execution discipline.

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When customer value, product clarity, partner economics, and internal incentives are aligned, teams move faster, decisions simplify, and trust compounds, driving exponential growth. When they are not aligned, no amount of capital, branding, or optimism fixes the problem.

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Our advisory work exists to surface those misalignments early and correct them before they become expensive or irreversible.
 

How We Work

We engage early, we engage directly, and we stay close to the work.  That can look like:

• Acting as an advisor to CROs, CPOs, or partner leaders during critical transitions

• Stepping into operating roles on a temporary or fractional basis

• Working with boards or private owners on GTM risk, partner strategy, and execution gaps

• Supporting founders who need experienced operators to help refine and adjust their plan, not motivational speeches

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