Advising owners through the moments that define their future.
I advise owners and CEOs of private and family businesses through the moments that define their company’s future: turnarounds, scaling for growth, and ownership transitions.
My perspective comes from experience, as an owner, an operator, and someone who has made the hard decisions, not just advised on them.
One advisor. Three defining moments.
Turnarounds
When a business enters distress, speed and clarity matter. I move quickly to stabilize cash flow, identify the root causes of underperformance, and create a defined path back to profitability.
Scaling for Growth
Growth rarely takes care of itself. Some owners want to grow and cannot see where the growth will come from. Others are growing fast and feeling the strain — late numbers, stretched people, cash getting tighter even as sales rise. I help you find profitable growth and build the structure to support it, so the business scales with control.
Ownership Transitions
Whether you are preparing for a sale, a generational handoff, or stepping back from day-to-day operations, I help reduce owner dependence, strengthen leadership, and position the business to stand on its own.
Success Story: PAMPCO
The PAMPCO turnaround began with a decision by its owners, Frank and Scott Gurtman, to bring in outside leadership — and it succeeded because of the team they built. Here is the story, told by the people who lived it.
In a family business, the company and the family are the same thing — so a decision made in the boardroom is also felt at the dinner table.
Most of my career has been inside family businesses, as an owner, an operator, and an advisor, so I know what makes them different. It is not only the org chart, it is personal. A relative who is not carrying their weight in a senior role is more than a management problem. A co-owner who fights the strategy is more than a governance problem. Those calls take judgment, discretion, and someone who has sat across that table before.