Markets shift, but the psychology of a deal remains constant.
I am brought in when a company’s operational reality has outpaced its external narrative. My work is not to invent fiction, but to architect a strategic truth that survives the pressure of due diligence.
I have navigated leadership teams through:
Pre-sale positioning that defended premium valuations.
Category reframes that aligned product reality with buyer expectations.
Narrative integration during complex M&A transitions.
Capital events totaling >$6B—from Private Equity buyouts to strategic corporate acquisitions.
Operational exposure to Vista Equity Partners’ $2B buyout playbook.
Narrative continuity for Wind River’s $4.3B acquisition by Aptiv.
Cumulative experience navigating exits totaling >$6B in valuation.
Situations I Enter
01. The Valuation Gap The metrics suggest a high-value exit, but the brand story sounds like a commodity. I bridge the gap between EBITDA and perception.
02. The Category Pivot The company is being acquired for a technology or future potential that the current brand does not yet articulate. I realign the narrative to match the buyer’s thesis.
03. Pre-LOI Alignment Leadership is fractured on the "why" before entering the market. I force internal clarity so the external story is bulletproof.
Advisory inquiries are reviewed weekly.
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