For companies that want me in it with them: through the raise, the bank meetings, the partnership conversations. The story stays sharp, the meetings stay prepped, and you always know who to talk to next.
You're past the first impression. Now every week brings a different room: an allocator's IC, a bank's innovation team, a partner's compliance review, a term sheet conversation. Each one needs the same story told at a different altitude, and each one punishes improvisation.
This is a second commercial brain on retainer, one that has sat on the other side of those tables.
Pipeline review against the target account map. What moved, what stalled and why, and what the story needs next.
Ahead of each significant institutional conversation, you get the prep brief and, when it helps, a rehearsal.
Materials and messages reviewed async within an agreed turnaround, so the narrative never ships broken.
Everything you need to run successful campaigns, nurture prospects, keep clients, and close deals.
Quarterly commitment, then month to month. If I'm not clearly paying for myself by the end of the first quarter, you should fire me, and I'll make that easy.
Tell me which institutional conversations are coming in the next quarter. That's how we'll both know if this partnership pays for itself.
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