How we work
Two paths. One destination.
Buyer first. Capability second. Every engagement starts with what you're trying to solve — scaling, selling, or standing something up between deals.
For founders & CEOs
Growth Diagnostic & Acceleration.
Businesses at $10M–$50M who are stuck.
"The board keeps asking when growth re-accelerates. The answer keeps changing."
You're at $10M–$50M and you've built something real, but the curve has flattened. Revenue is lumpy, the last few hires were meant to fix it, and the leadership team is working harder for less. You can see the ceiling — what you can't yet see is the exact commercial lever holding it there.
What changes is clarity: the three things that will actually move revenue and margin in the next twelve months, backed by data and executed alongside your team until they stick.
Executive interviews, data review, and a written prioritisation of the three commercial levers that matter most.
Execution alongside your team — not a slide deck to implement on your own. Monthly board-grade reporting.
Two decades of P&L accountability across Asia-Pacific, building commercial functions that outlast the engagement.
For founders 18–36 months from sale
Exit Readiness.
The premium multi-year engagement.
"The founder built the business. A buyer needs to believe it can run without them."
Eighteen to thirty-six months from a sale, the quiet questions in the boardroom are the ones that matter most: is revenue repeatable, or is it still carried by relationships? Can the management team present forecasts a buyer will trust? Will diligence reveal a commercial function, or a founder dependency?
What changes is defensibility. Repeatable revenue, disciplined pipelines, credible forecasts, and a leadership team that can stand in front of a buyer — systematically built before a sale process opens.
Multiple-expansion outcomes are directional. Every deal is different, and market conditions matter — what we can commit to is a demonstrably better-run commercial function walking into diligence.
Built on what sophisticated buyers actually diligence, and two decades of operator experience across Asia-Pacific.
For PE, family offices & boards
Portfolio & Interim Support.
Between the deal and the next milestone.
"Between the deal and the next milestone, someone has to hold the commercial line."
You've done the deal, or you're standing it up. The 100-day plan needs commercial rigour, the EBITDA bridge has soft spots, and the value-creation plan still reads like a thesis. Meanwhile, the commercial leadership seat may be empty, or the incumbent team is stretched across integration and day-to-day performance.
What changes is execution. A commercially fluent operator in the room — running the plan, closing the gaps, and leaving the asset better-run than it was found.
Due diligence support, 100-day planning, and post-close acceleration — enough to close the first gap and build momentum.
Embedded commercial leadership at portfolio level, with quarterly investor reporting.
Not advisory theatre. Operator-grade support for funds and boards that need someone who can hold the seat.
The through-line
Buyer first. Capability second.
Whichever door you come through — scaling, exiting, or standing something up between deals — the destination is the same: a commercial function that runs on discipline rather than heroics.
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Let's talk about the next $50 million.
30 minutes · No obligation · No pitch. A direct conversation about where your business is and what excellence could look like.
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