For Investors
You bought a business.
Now make it run.
Most acquisitions have the same operational problem: the business ran on the previous owner. The knowledge, the relationships, the judgment calls — none of it was documented. I build the systems that change that, and the infrastructure that makes your investment actually worth what you paid for it.
The First 90 Days Matter Most
The window right after close is when you have the most leverage — and when the most knowledge is at risk of walking out the door. Getting the operational foundation right in the first 90 days shapes everything that follows: how the team operates, what the data tells you, how quickly you can make decisions with confidence.
Most buyers focus on the financial model and the deal terms. The operational reality is usually messier than the CIM suggested. I help you understand what you actually have, stabilize it, and then build toward where you want it to go.
What I Do
Operational Due Diligence
Before you close, understand what you're actually buying. I assess how the business runs operationally — what's documented, what lives in someone's head, where the real risks are, and what it will take to stabilize it under new ownership.
Process Documentation & SOPs
Most acquired businesses run on the previous owner's institutional knowledge. The first priority is capturing how things actually work — before that knowledge walks out the door. Documented systems are also what justify your valuation to the next buyer.
Data Infrastructure
Build the operational data layer the business never had. Clean definitions, connected systems, and dashboards that give you an accurate picture of what's actually happening — not what the previous owner told you was happening.
Performance Dashboards
A real-time view of the metrics that matter for your specific business — revenue, margin, utilization, client retention, pipeline. Built around how the business actually generates value, not generic KPIs.
Automation & Workflow Design
Identify the manual, repetitive operational work that's consuming your team and design systems to handle it. Whether it's scheduling, client communication, billing cycles, or reporting — these can usually be systematized faster than you'd expect.
Team & Transition Structure
New ownership is a transition for everyone. I help structure operational roles, communication cadences, and decision frameworks so the team understands how things work under new leadership — and so you're not the bottleneck.
Where I Have Depth
Industry context matters in operational work. Understanding how a business actually makes money — and where it loses it — requires knowing the specifics.
Service Businesses
Wellness, spa, hospitality, and personal service businesses. High-touch, labor-intensive operations where consistency and client experience are the product. This is a space where I have deep hands-on experience.
Construction & Trades
Contractors, subcontractors, developers, and trades businesses. I understand construction operations from the inside — bidding, scheduling, subcontractor management, client dynamics, and where the money actually goes.
Other Acquisitions
If you acquired a business that runs on complexity and needs better operational infrastructure, the work is largely the same regardless of industry. Systems, data, documentation, and dashboards translate.
Who This Is For
Search fund operators, SBA loan buyers, independent sponsors, and first-time business owners who acquired a service or construction-adjacent business and need operational help — not just financial advice.
Also relevant for existing owners preparing a business for sale: documented systems, clean operational data, and demonstrated process consistency are tangible value drivers at exit.
Let's talk about what you're working with.
A short conversation is usually enough to figure out whether and how I can help.