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Most value-creation plans for services companies are financial engineering dressed as an operating plan. I grew a data and AI services firm 40%-plus a year to a 15x revenue exit, eight acquisitions integrated. Now I bring that playbook inside your companies, going deep on the one or two that need it, on the growth, go-to-market, delivery, and AI moves that build the multiple. Execution inside the company, not another deck.
You underwrote a thesis, a vision, and a team to make it real. Then the company scales, and the operating model, the execution, and the accountability don't scale with it. The market is still there. Some of the team is strong. But growth that should compound starts routing through a few key people, the operating cadence slips, and value-creation plans stall between the slide and the field.
Your partners can't sit inside every company every week. Meanwhile the hold clock runs, and every quarter at the wall puts your exit goals further out of reach.
The company is running a playbook built for a different size. Effort goes into the wrong work, and growth stalls in the gap between stages.
Pipeline, delivery, and the big calls still run through a few people. The company can't scale faster than they can, and a transition risk sits under the value-creation plan.
The leadership team is carrying more than it was built for. Without a real operating cadence, plans slip quarter to quarter and no one clearly owns the miss.
The Summit Scorecard reads the operating model across eight domains and names the constraints capping growth, so the leadership team works the highest-return problems first, with the cadence to make the change stick.
I bring the go-to-market and growth playbooks behind a backed build to each company, adapted to its stage, and partner with your leaders so they own the execution and the cadence that holds it.
Real production AI in the parts of delivery and sales where it compounds, from someone who built and sold a data and AI business. Practical systems your teams run every day, past the pilot stage.
Before you buy, I pressure-test the thesis and run commercial diligence on data and AI targets. Before you sell, I help stage the company so it clears at the multiple you underwrote.
I start where the value is: the company that's stalling hardest. The Summit Scorecard reads it across the same eight domains every time, so what's capping growth and what it's worth come through clearly. When you want to look wider, the same systematized read gives you a comparable picture across more of the portfolio, so you can aim operating resources where the return is highest.
| Company | Go-to-market | Delivery | People | Finance | AI |
|---|---|---|---|---|---|
| Company A | Founder-led pipeline | Standardizing delivery | Key-person risk | Clean unit economics | AI stuck in pilots |
| Company B | Repeatable engine | Productized delivery | Hiring ahead of plan | Board-ready reporting | AI in early production |
| Company C | Referral-only growth | Hero-dependent | Leadership gaps | Forecasting is basic | No AI roadmap |
| Company D | Channel forming | Mixed margin | Bench in place | Low cash visibility | Tooling gaps |
| Company E | Outbound stalled | Predictable margin | Owner-dependent | Unit economics forming | AI in production |
Illustrative sample. The real readout is built per portfolio from live diligence.
I translate between your investment committee and the leadership team, and I drive both to the same number. I can do that because I've lived both roles. I owned the P&L of a backed platform through eight acquisitions and the exit, and I've worked the investor side too, where a thesis gets underwritten and a value-creation plan gets judged. Most advisors have only ever seen one side of the table.
I've built five companies over my career. The proof for your seat is the most recent one: a data and AI services firm I founded and grew, as its P&L owner, 40%-plus a year to $300M and a 15x revenue exit to a global systems integrator. When a company needs more than one operator, I bring in proven operators and AI specialists I've worked with for years, so you get judgment that's been tested on real deals plus the hands to execute it.
Want it from the other side of the table? I'll connect you with a sponsor and a portfolio CEO I've done this with. The forwardable version, for a peer GP: Adam took a data and AI services firm to a 15x revenue exit, 40%-plus growth every year through the hold, and now embeds with portfolio CEOs to run the same play.
"Adam came alongside me as a peer and a partner, coaching me through the process and guiding me past the points of doubt and indecision as we went through a complicated transaction. I won't do this again without him."Chris Kadel, Founder & CEO, Polaris
Thirty minutes. Bring a company that's stalling or a thesis you're testing, and you'll leave with a read you can use. I'll point you to a sponsor and a portfolio CEO who'll vouch for it.
Talk through your portfolio