For venture capital
You backed a great idea. Now it has to scale.
The founders have something real. The hard part now is execution: getting go-to-market, product, and people pulling the same direction, and being intentional about where the round goes and what it earns back. I get in the trenches with them and build that.
Tell me about the company. A free 30-minute call.
No matter the idea, every business does two things.
1
Get customers
It has to find and win people who buy.
2
Serve those customers
It has to deliver, and keep them coming back.
Early on it's tempting to chase everything at once. The growth comes from knowing which of these two to pour the round into right now, and being honest about what you're getting back.
Where I start
It all starts with the map.
Understanding how the company actually makes money, before pouring fuel on it.
01
I map how the company makes money
Every way it wins a customer, and everything it does to keep them. At this stage it shows you where the real growth is, and where the team is spread too thin.
02
We see what it takes to deliver
What the product and the team actually need to keep up as it grows, and where things break if you scale them as-is.
03
We find the one thing to focus on first
The move that matters most right now, so the round goes into the thing that actually grows the company, not ten things at once.
04
We keep it running
A simple rhythm across go-to-market, product, and people, so the whole thing stays pointed the same way.
What I actually do
Get go-to-market, product, and people pointed the same way.
Most of the drag at this stage isn't the idea. It's the three of them pulling in slightly different directions, so effort leaks out the sides. I get everyone aiming at the same number, and help the founders be deliberate about where their time and the round go, and what each one is supposed to return.
How I work
I don't come in to take over.
The fastest way to break an early company is to send someone in who announces they're in charge. I don't do that. I earn the team's trust, work through the founders and the people already there, and the founder stays the founder. When it's running on its own, I hand it back and step out.
One more thing
I build the tools, too.
A lot of the leverage at this stage comes from taking repetitive work off a small team, so they do more without burning the round on headcount. I build those tools myself. It's an accelerant on a company that already has the fundamentals right, not a substitute for getting them right first.
Fit
Let's be straight about it.
This works when the founders actually want the help and there's a real number to move. If it's not a fit, I'll tell you on the first call, and we don't waste each other's time.
Book a callA free 30-minute call.