- 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.
The route through five camps, with Focus, Mobilize and Scale marked at the points where each one applies.
Growth operator · data and AI services CEOs, $10M to $100M
The playbook that built your firm is the one capping it now.
I've built and sold five companies, the most recent a data and AI platform past $300M in revenue. 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.
Trusted by leaders at
The wall at your stage
The playbook that got you to $10M becomes the ceiling at $30M.
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 revenue camps: Base under $3M, Camp 1 at $3-10M, Camp 2 at $10-30M where you are now, Camp 3 at $30-100M, and the Summit above $100M.
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, the system behind the work
What you've already won, and where you're stuck.
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.
Choose a domain to see where firms break at your altitude ↓
GTM & Revenue
By Camp 2, the team closes what you hand them, because nobody ever built them a demand engine to run. That's a system gap, not a talent gap. 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.
Marketing & Positioning
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.
Product & Engineering
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.
Delivery & Operations
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.
People & Culture
Most of the team that got you here can make this climb. They've been capped by the engine, not their ceiling, and the fastest phase-one wins usually come from your current people running a better system.
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. I've sat on the wrong side of this call myself, kept a good person in the wrong seat a quarter too long, and I'll help you make it with more grace and less delay than I did.
Finance & Unit Economics
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 & Technology
AI shows up as production systems inside RevOps, delivery, finance, and org design, aimed at a real number. The goal is growing to $60M without hiring the next hundred people: the team you have, doing work that used to take a firm four times the size. 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.
Strategy & Governance
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 alternatives
Every other option slows you down. Regain your speed and focus.
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 | Often the right move, and I'll tell you when it is. But a VP hired into a broken engine spends year one fighting the system instead of running it. I fix the engine first, then help you make that hire, and hand them the keys. |
| Hire another growth advisor | Most coach from the sideline with one playbook for every industry, and roll off before it ships. Ask them when they last carried the P&L inside a data and AI services firm. I'll answer with mine. |
| Your unfair advantage | I've built and sold five companies, the most recent a data and AI services firm at your exact altitude that I grew past $300M. 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. |
Two of these are sometimes right. Under $10M, push through alone; you're not ready for me. One broken domain and seven healthy, make the hire; I'll tell you in the first thirty minutes.
How the work runs
Focus, Mobilize, Scale.
I run the whole arc: score the firm, put your best people on the moves that matter, then wire it in so it holds.
Where it starts
01FocusFind the few moves that matter.
InteractiveThis scorecard is live. Click any domain and see exactly what we'd find in a firm like yours→
The Summit Scorecard. I score eight domains on observable evidence, rank the constraints by what they cost you, and hand you an action plan in 30 days or less.
Illustrative A composite $24M data & AI services firm, built to show the read · scored 1 (critical) to 5 (elite) on observable evidence
Overall
2.5/5
Current altitude
Camp 2 $10-30M
Top priority gap
AI & Tech
Strongest
Delivery
Click any domain to see what we measure and what we found →
CriticalElite
- Where you're already strong, and where to put that strength next
- The dollar cost of each constraint, ranked, so you attack the top one first
- An action plan your board can read and you can execute, in 30 days or less
The Scorecard baselines the dollar cost of each constraint. Every quarter we re-score against that baseline, so your board sees dollars recovered next to fees paid.
02MobilizeRight people on the right moves, with you in the room.
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.
Your sales leader gets a second set of hands on the number, not a second person grading it: deal strategy on the deals that matter, cover with the board while the rebuild takes hold, and the demand engine they've been asking for.
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.
Illustrative The Founder Extraction Sequence · one of twelve plays, sample data
When to run it: pipeline coverage below 2.5x and the founder in more than half of active deals, with sales-cycle variance over 2x between comparable deals.
Week 6 of 12 · on track
Success metrics
Who runs it: the sales leader. By week 12 the motion, the coverage number, and the founder's old deals are theirs.
When to runExecution stepsRoles & ownersSuccess metricsFailure modesAI toolsChange control
- Each priority gets an owner, a timeline, and a number it answers to
- A weekly cadence that catches problems while they're small
- Your leaders coached live on real deals, with me beside them until they trust their own judgment and you trust it too
03ScaleEmbed it, then scale with you.
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.
Illustrative Phase 3 wires the model into how the firm runs, so it holds the day I walk out. Here's the composite sample firm, not a real client, two quarters in.
Camp 2 · $10-30M→climbing to Camp 3 · $30-100M
Founder out of the critical pathWeekly
Pipeline review and live deal coaching. Problems caught while they're small.
Monthly
Board pack and a scorecard refresh. The numbers a buyer pays for, instrumented.
Quarterly
Re-score the altitude, reset the plan, and pick the next domain to attack.
The plan to Camp 3
Q1Segmented GTM motions running side by side, each with its own owner and number.
Q2AI in delivery moving the margin number, past the pilot and into production.
Q3A second-in-command owns the number, and you get your week back.
- The new model wired into how the firm runs day to day
- A leadership team that's grown into the job and runs it without you in every call
- You, leading the company you built
Proof
Tecknoworks, phase one.
€3M
new qualified pipeline
22→47%
win rate, more than doubled
+12 pts
delivery margin
Halved
sales cycle
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.
Razvan Furca, Founder & CEO, Tecknoworks
The same play, run in other firms
- A $22M firm's pipeline coverage, 1.8x to 4.2x in a single quarter.
- A founder from 80% of closed revenue to 30% in six months, the rest owned by the team.
- A channel partner program at 35% of new revenue in its first year.
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.
A stronger raiseThe room to acquireAn exit on your terms
Tell me where you're taking the firm, and I'll tell you whether I can get you there.
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.
Some founders want me embedded as the operator running the climb week to week. Others want the read and the plan, then their team runs it with me advising. We size the engagement to what your firm needs.
Talk to Adam