The multiple rising as the operating system catches up with the revenue.
The multiple gets made on the floor.
Most value-creation plans for services companies are financial engineering dressed as an operating plan. I helped grow a data and AI services firm more than 12x through the hold, eight acquisitions integrated, through to the exit. 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. I run it inside the company, hands on the work.
You backed a thesis and a team. The gap opens in execution.
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.
Stage-mismatched playbook
The company is running a playbook built for a different size, so effort goes into the wrong work and growth stalls in the gap between stages.
Founder dependency
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.
Execution and accountability gaps
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.
Operating expertise in growth, go-to-market, delivery, and AI, where your companies need it.
Find the few constraints that matter.
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.
Rebuild the revenue engine.
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.
Put AI where it moves margin.
An AI strategy aimed at 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.
Underwrite it, then stage it to sell.
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 go deep on the one or two companies that need it most.
I run a maximum of four engagements at a time. When I'm full, you'll get a start date, not a maybe.
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 |
I build the real readout per portfolio from live diligence.
I speak operator and investor.
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 the committee underwrites a thesis and judges a value-creation plan. 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 climb: I co-founded Pragmatic Works, sold it into 3Cloud in 2020, and ran the data and AI business inside the build as revenue grew more than 12x past $300M, through eight acquisitions and the exit.
When a company needs more than one operator, I bring in 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 ran the P&L of a data and AI services platform's core business through eight acquisitions and its sale in January 2026, 12x revenue growth across the hold. He 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, former Founder & CEO, Polaris Solutions (acquired by 3Cloud, 2021)
Full disclosure: the transaction Chris describes was Polaris's sale to 3Cloud, where I helped lead the deal from the 3Cloud side. We've worked side by side since.
Tell me about the portfolio. I'll tell you where the value is.
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