Growth Strategy & Commercial Execution Partners. From growth plan to measurable results.
Eighteen months later, the value-creation plan is behind, revenue synergies haven't materialized, and the exit timeline is starting to slip. The commercial organization is executing, just not against a model that can deliver the outcome.
This is where we work: at the point where strategy meets execution, early enough that the answers can still change the result.
The leader who got the business to acquisition is running the old playbook. The capability gap and the alignment gap tend to show up together, and go unaddressed longer than they should.
The revenue plan was credible at underwriting. But what it assumed didn't exist: clear segmentation, aligned coverage, unambiguous account ownership. The business wasn't structured to deliver it.
Operating partners are spread across portfolios. Consultants diagnose and step away. Interim executives execute but aren't positioned to challenge the plan itself.
We work together inside a single engagement: the standing to challenge the plan, and the specificity to hold management to it. Strategy tested against how the commercial system actually performs before capital is committed. Execution tied to value-creation outcomes before the exit clock runs out.
Most sponsors haven't had both in the same room.
Strategy and commercial execution in the same engagement, matched to where the deal is.
We test whether the revenue thesis holds against the actual commercial system: real segmentation, whether pricing is structural or relationship-driven, and whether leadership can execute what is being underwritten. You get a clear read on where the plan is real and where it breaks, before you commit.
We turn the value-creation plan into an operating reality: segmentation and coverage, unambiguous account ownership, pricing, and leadership alignment. Execution is tied to value-creation outcomes and held to the plan, not left to drift.
We diagnose whether underperformance is a strategy problem or an execution problem, fix what can still move inside the exit window, stop what is consuming resources, and shape a commercial narrative an acquirer can underwrite.
A joint practice of Fortis Innovators and SME Cybersecurity, formed by Alicia Dietsch and Mike Thompson.
Led commercial operations at AT&T Business, a $35B B2B organization. Advises on where growth plans break in execution, across marketing, sales, pricing, and customer retention.
Serial entrepreneur who built and scaled a company through PE exit. Advises PE and VC firms on where assumptions break under ownership, with a focus on acquisition strategy, diligence, and value creation in cybersecurity and technology services.
Most don't get asked until performance has already diverged. We ask them early, when the answers can still change the outcome.
Growth plans rarely fail on intent. They fail where strategy meets execution.
We are introduced through deal teams, operating partners, or portfolio company leadership when growth risk is visible, or before it is underwritten. We work with PE sponsors and portfolio companies across North America and Europe.
A focused, time-boxed engagement against a specific question or milestone, with a clear deliverable and timeline.
Continuous advisory through a phase of the hold, challenging the plan and holding execution to it as conditions change.
Hands-on, in-the-business involvement when the commercial system needs to be built or rebuilt, not just advised on.
If growth risk is visible in a target or a portfolio company, the earlier we look, the more the answers can still move.
