Diligence before the deal.
Turnarounds after.
I assess product strategy, technology, and delivery risk for PE and VC investors. I’ve sat on the other side of the table: built the company, then answered every diligence question through a $100M sale. I use that experience to test management’s claims against customer needs, the code, and the delivery record.
Due diligence
You’re about to write a cheque on the strength of a product and technology story. I test product priorities against customer needs, architecture against the scale your model assumes, and the AI advantage against competitors. Then I compare the team’s delivery record with the roadmap management has sold you.
You receive a report that separates strengths from risks and estimates the cost to fix what matters. We review the findings before your committee meets.
Scope
We define the deal thesis and the product and technical evidence that would disprove it.
Read
I review the product strategy, customer evidence, codebase, and delivery history, then interview product and engineering leaders.
Verdict
I deliver a report you can circulate to the committee, then lead a working session on how the findings should affect the deal.
Turnaround
A portfolio company can miss its roadmap for quarters while infrastructure costs rise and leadership gaps widen. I step in to reset product priorities, stabilize delivery, and remove bottlenecks across product and engineering. I also strengthen the leadership team or help you replace it.
I’ve led engineering through rapid growth and two acquisitions, including the missed quarters that never make the pitch deck. That’s how I know where to look for the constraint, and how to build a recovery plan the team will believe.