Advisory
Advice for private equity sponsors and for the boards and CEOs of operating companies — grounded in hands-on operating experience and structured with the 9 Vectors so nothing material is left unexamined.
Private equity sponsors
Commercial and operational diligence, management assessment, the hundred-day plan, value-creation tracking, portfolio reviews and exit readiness — with the same 9 Vectors model from the CIM to the sale, and an AI deal workspace that seeds each portfolio company at close.
Two years inside Gemspring Capital as Operating Executive: investment thesis, sourcing, diligence and investment committee.
Corporations
Repositioning, post-merger integration, margin recovery, CEO evaluation and succession — and making the AI the company already pays for actually know the business.
Multiple CEO tenures, a five-company integration at Marchex, and an on-premise-to-cloud conversion of 3,000 customers at Everest Software.
Services
From the CIM through diligence, the value-creation plan and exit readiness — one consistent model of the business across the whole hold.
Commercial and operational diligence · management assessment · value-creation plans · portfolio reviews · exit readiness
Giving a company’s AI a working memory of the business — a causal model of how it runs and a small language model formed from its own data — on TheGreyMatter.ai, built on (i)Sage’s patented method.
AI estate review · use-case priorities · SLM formation · deal workspaces · AI governance for the board · How it works →
Re-setting strategy, operations and execution when the business is not running the way it could — and measuring that it stays reset.
Diagnostic · priority setting · execution plan · KPI design · integration
A sounding board for the hard calls: turnarounds, reorganizations, capital allocation and the first hundred days in a new seat.
First-100-day plans · operating cadence · leadership team design · board communication
Strategy, governance and CEO-succession conversations, drawing on public-company and board experience.
Board offsites · strategy reviews · technology and AI governance · CEO evaluation and succession
How an engagement runs
01 · Assess
A 9 Vectors diagnostic of where the business really stands.
02 · Prioritize
The few moves that matter most, in the order that matters.
03 · Execute
Owners, cadence and decisions — run with leadership, not around it.
04 · Measure
Results tracked against the same model, quarter after quarter.
Selected engagements
Each board seat has been a standing advisory engagement: corporate strategy, go-to-market, product strategy, M&A and governance.
Board · 2014 – 2023
Counter-UAS detection and tracking for the Department of Defense, the intelligence community and federal law enforcement, with programs of record at USMC and SOCOM. Start-up to a $20M+ net revenue run rate, through the sale to BlueHalo in 2023.
Strategy · go-to-market · M&A
Board · 2011 – 2020
Nine years of enterprise SaaS strategy and growth oversight. The company was later acquired by Valeas Capital Partners in 2025.
Product strategy · client expansion · integration readiness
Board special committee · 2002 – 2005
A strategic-alternatives review run with the board’s independent special committee: 150+ targets screened, nine acquirers engaged and about 20 capital sources approached, through to an all-cash sale in 2005.
Strategic alternatives · M&A · governance
Advisor to the CEO · 2015 – 2016
Corporate strategy for a public national-security provider and the divestiture of the Hexis Cyber Solutions commercial cyber software business.
Corporate strategy · divestiture
Advisor to the Executive Chairman · 2025 – 2026
Strategy, capital discipline and AI product positioning through completion of the integration. The engagement concluded in September 2026.
Strategy · capital discipline · AI product
Operating Executive · 2021 – 2023
Co-authored a software and managed-services thesis, sourced targets, ran 9 Vectors operational diligence, led management presentations and carried recommendations to investment committee.
Investment thesis · diligence · investment committee
Board · 2012 – 2014
Campus payment and tuition software for independent schools, through a growth investment from Serent Capital in 2014 and a later sale to Education Brands.
Growth strategy · capital
Board · 2012 – 2014
Machine-learning predictive maintenance for industrial IoT. Later acquired by Progress Software (Nasdaq: PRGS) in 2017.
Product strategy · go-to-market
Board · 2002 – 2006
Early-stage growth, scaling and the build-out of corporate governance for a regional communications provider, later acquired by C Spire.
Growth · governance build-out
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