- 1 A free discovery call. You leave with your altitude and the first move I'd make
- 2 The Summit Scorecard
- 3 I run the fixes with your team, advise, or both
How long depends on how far you want to climb.
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I've built and sold five companies, the most recent for over $1B in enterprise value. Now I'm your unfair advantage: I score the firm, build the plan with your team, and stay in the room to run it.
Thirty minutes. You'll leave with your altitude and the first move I'd make.
Growth that used to feel automatic now grinds. Pipeline thins, margin softens, and the org you built for a smaller firm strains at this one.
A few of the leaders who got you this far have already peaked. The board wants to know what you're doing about AI, and the honest answer is "not enough yet."
Stay on this wall for a year and the bill comes due.
A buyer reprices you from a growth story to a lifestyle business, several turns of EBITDA gone. Your strongest people, the senior engineers and your best closers, start to leave because the climb stalled.
A competitor who rebuilt how they sell and how they deliver can move now, so partners route the best deals to them and the accounts you were too slow to defend go with them. Waiting is the gap between selling for what you built and selling for what's left.
Five altitudes, each one a different operating reality. The camps align to your revenue, so the read fits the firm you actually run. I've climbed all five, and I run the next stretch with you.
Summit OS maps your firm across five altitudes and eight domains, forty places a services firm breaks or breaks through. The score separates what you've already nailed from the few areas where the next stage needs sharper strategy and harder execution. Effort goes where it moves the number.
Tap a domain to see where firms break at your altitude ↓
By Camp 2, the team closes what you hand them but builds no pipeline of its own. Camp 3 needs segmented motions running side by side. Skip the build and you lose a year and a half teaching the team to sell without you in the room.
Most services firms sell on referral until the founder's network runs out. The fix is a category you own and a point of view sharp enough to travel without you, so demand shows up before you do.
The roadmap drifts to whoever shouted last quarter. I tie build priority to where margin actually lives, so the engineering you fund compounds into defensible IP your team can sell again and again.
Growth outruns the delivery model and margin leaks where nobody's looking: utilization, scope creep, rework, senior people doing junior work. I rebuild how the work ships so delivery scales with revenue.
Some of the people who built this with you can't make the next climb. You can usually see it a quarter before you act on it, and that delay is expensive. I'll sit in that call with you, and in the harder read underneath it: the decisions still routing through your desk, the deals you can't stop closing, the hires you keep rescuing.
Most firms this size run on a P&L and a gut feel. I put hard numbers on the four things a buyer pays for, gross margin by line, cost to acquire, net expansion, and cash conversion, so the story holds in a board meeting and in diligence.
AI shows up as production systems inside RevOps, delivery, finance, and org design, aimed at a real number. The goal is doing what a 200-person firm does with a 50-person team. I built and sold a firm that shipped exactly this. Most AI at this size dies as a pilot in a steering committee. This doesn't.
A slow decision at this altitude compounds against you. I install a decision cadence that surfaces the real choices early and the board discipline that turns ambition into a plan your team can run.
The usual fixes are complicated and expensive, and each one leaves the integration work on your desk. Another vendor to manage, another seat to fill, another deck to turn into action, and you stay the one holding it all together.
| Push through it alone | Wait two quarters and the trap hardens: the team calcifies, the same constraints compound, and the next raise prices in the stall. |
| Stitch advisors together | EOS, a fractional CRO, a coach, a board advisor. None of them share a language, so the stitching falls to you, which is the work you were trying to hand off. |
| Hire a strategy firm | A deck and a bill, built by analysts who roll off before any of it reaches the floor. |
| Bring in a fractional exec | It fills one seat and ignores the other seven, so the fix in sales breaks delivery, and nobody owns the seam. |
| Make a full-time hire | A high-six-figure bet on one person you can't unwind, and the hire who fits today is often wrong for the firm you'll be in two years. |
| Your unfair advantage | I've built and sold five companies, the most recent for over $1B in enterprise value, including a data and AI services firm at your exact altitude. I score all eight domains, call the moves that matter most, and stay in the room to run them. One operator, accountable for the whole climb. |
Most help quits at the diagnosis or burrows into one function. I do the whole arc: score the firm, put your best people on the moves that matter, then wire it in so it holds.
How long depends on how far you want to climb.
The Summit Scorecard. Eight domains scored on observable evidence, the constraints ranked by what they cost you, and an action plan in 30 days or less.
The plan becomes work your team owns, with me in the room each week: the pipeline review, the deal you're about to lose, the hire who's stopped scaling. I coach your leaders, and you, through the calls neither of you has made.
And when you've already reached a verdict in your gut but haven't said it out loud, the leader who's topped out or the handoff you keep putting off, I help you make it real.
Phase 3 is everything that has to survive me leaving. I wire the model into how the firm runs, so it carries without you in the critical path of every decision.
As the work outgrows your team, I bring in people I've worked beside and vouch for, and I stay accountable for what they deliver. The AI goes where it moves the margin number, nowhere else.
I learned more from working with Adam in 30 days than all the other coaches I've worked with combined. Having someone who has done our exact journey successfully so many times is invaluable. The change we've seen in our business is incredible.
I take on a few founders at a time and go deep with each. A year after we finish, they still call me before the hard board meetings.
Thirty minutes. You'll leave with your altitude, the first move I'd make, and a clear read on whether you'd want me in the chair next to you when the quarter goes sideways.
Talk to Adam