I make businesses worth buying.

Most advisers have never run anything

They'll sell you a strategy deck and disappear before it's tested. I've spent my career on the other side of that. Actually inside businesses, fixing what's broken until private equity will pay for them.

That's the whole job. I make companies investable.

The road here

I didn't start in finance. I started in a lab.

• ◆Chemistry and pharma. I learned how systems work, and how they fail. Precision matters or people get hurt.
• ◆Sales and marketing. I learned that the best product loses to the best-run business. Revenue is a system, not a personality.
• ◆My own ventures. I built, ran and sold. I made the mistakes owners make, including the big one: confusing a busy business with a valuable one.
• ◆ERP systems. I spent years installing the plumbing that lets a company tell the truth about itself. One set of numbers, real-time, trusted. This is where I learned what actually kills deals.
• ◆Private equity consulting. PE started bringing me in to fix assets before and after a deal. That's when the pattern became obvious.

PE doesn't buy potential. It buys visibility, control and predictability. Everything I do is building those three things into a company.

What I learned fixing businesses for PE

Three things. They're the whole thesis.

1. Multiple versions of the truth kill value

When sales, finance and operations each keep their own numbers, a buyer can't trust any of them. Disconnected data means a discounted deal, or no deal.

2. Owner-dependence is a discount, not a badge of honour

If the answers live in your head, the business is you. Nobody pays a premium to buy you.

3. Structure beats hustle

You're not selling what the business does. You're selling how it runs. Hustle got you here. It won't get you bought.

The method underneath

There's a discipline under all of this. Stabilise the people, systemise the processes, then scale the performance. In that order. Fix the business first, then grow it.

Build · Scale · Exit points that method at one outcome: a group private equity wants to own.

Why I partner, not advise

I don't hand you a report and wish you luck. Where there's a fit, I get in the trenches with you: building the platform, doing the deals, running the integration.

I only win when you exit well. That's the point.