Real founders. Real inflection points. Measured results.

The problem

Two founders hit a crossroads: Bryce wanted to exit for his career while Devin wanted to keep building — but there was no capital for a buyout and no structure both sides could trust. Shutting down a growing brand was the default outcome.

What we did

We advised on a fair valuation and structured a seller's note that shared risk between the partners and preserved cash for growth. From there we built a scenario-based forecasting model, prioritized reinvestment into the highest-return product lines, negotiated supplier contracts built to scale, and quarterbacked a first investment round structured to minimize founder dilution.

The problem

The brand had momentum across DTC and professional channels but no reliable read on what was actually profitable. Cost-of-goods reporting had gaps, product- and channel-level margins were opaque, and leadership was managing scale pressure on instinct alone.

What we did

We restructured reporting for true product- and channel-level margin visibility, designed a KPI and accountability framework with leadership, and built a three-statement model with rolling cash forecasts. Then the data drove the decisions: underperforming commission-only reps were cut with no revenue decline, and customers were segmented so sales capacity concentrated on the accounts driving most of the revenue.

The problem

Expansion beyond the core brokerage and logistics platform brought working-capital pressure, an unprofitable operating segment, and limited forward visibility. After multiple weak cycles, the lender relationship was strained and short-term fixes weren't going to hold.

What we did

We built and now manage a three-statement monthly model with rolling liquidity analysis, led the exit from the unprofitable division, structured non-core asset sales to pay down debt, and instituted weekly planning and risk-management sessions — then packaged it all into bank-ready reporting and a formal risk-reduction plan.