Services

Commercial decisions,and the capital behind them.

For founders, CEOs and executives

A commercial partner, whether you are raising or not.

For the people running the business. Working with you on where the profit comes from, how the business is priced and run, and, when the time comes, how it will look to an investor.

  • Commercial strategyPricing, mix, unit economics, board papers
  • Operational supportThe operating model, budgets, forecasts and the monthly cycle
  • Investor readinessEquity story, model, deck and data room

For allocators

Support deploying capital.

For venture capital, private equity and family offices. Experienced extra support from first look through to the portfolio, with a realistic view of what a business can deliver.

  • Deal assessmentCommercial due diligence, the management case tested
  • Investment casesModels, valuation support and committee papers
  • Fund and portfolioFund structuring, portfolio operating models and value creation

Practice areas

What I am hired to do.

I

Commercial strategy

Where the margin comes from

Pricing, product mix and where to focus. The decisions that turn a good product into a profitable business, worked through with the numbers behind them.

  • Pricing and packaging
  • Segment, channel and mix
  • Go-to-market economics
  • Board and ExCo strategy papers
II

Unit economics

What each customer is worth

What each customer, site or cohort actually earns and what it costs to win. Margins traced back to what drives them, so growth plans can be discussed on evidence.

  • Contribution margin by segment
  • Acquisition cost and payback
  • Cohort, retention and expansion
  • Capacity and cost-to-serve
III

Operating models

A model you actually use

A model management actually uses to run the business: built on its key drivers, tied to the accounts, and easy to update each month. Three-statement where it is needed.

  • Driver-based operating models
  • Three-statement builds
  • Scenario and sensitivity analysis
  • Budget, forecast and variance
IV

Investor readiness

Ready for investor questions

The story, model, deck and data room, prepared to the standard institutional investors expect. Put together by someone who has sat on the investor side of the process.

  • Equity story and investor narrative
  • Deck, model and data room
  • Diligence preparation and Q&A
  • Cap table, dilution and term sheets
V

Commercial due diligence

Checking the numbers before you commit

For anyone about to buy, invest in or merge with a business: a careful look at the numbers. Where the earnings really come from, which of them will hold up after the deal, and which assumptions in the plan look too optimistic.

  • Revenue and margin quality
  • Market, demand and competitive position
  • Management case, tested
  • Post-deal value creation plan

How an engagement runs

Four steps, fixed fee, no surprises.

Start with a call →

01

Intro call

No charge. The situation, the decision in front of you, and whether this is the right fit.

02

Written proposal

Scope, deliverables and a fixed fee, in writing before any work starts.

03

Mutual NDA

Signed before any materials change hands. Confidential by default.

04

Milestone delivery

Work delivered in stages you can review, so nothing arrives as a surprise at the end.

Engagement shapes

Ways to work together.

Project

Defined deliverable, fixed scope. A pricing review, a model build, a raise prepared. Four to eight weeks.

Retainer

Ongoing monthly support. The model kept up to date, and decisions worked through as they come up.

Second opinion

A quick, independent review of a single model, price change, memo or investment decision.

Advisory board

A named seat on a company or fund advisory board.

By referral and introduction

Let’s talkit through.

Every enquiry gets a personal reply within two business days.

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