Grow the company past your own ceiling.
For founders of $10M to $150M companies who built something real and want the next level. You've read the books and know the systems. This installs the structure to actually run them, with your team.
Owners arrive here from three places.
The standard is the same in all three. Where you start is not.
"Somebody is going to look at this company hard. I don't know what they'll find."
You see the transition on the horizon: a sale, a recap, a handoff to the next generation. The work gets you the read before a buyer does, and the runway to act on it.
"The company works. It only works when I'm in it."
Nothing is broken. Everything routes through you. The work moves decisions to the team and gives them the rhythm to carry them, so growth stops costing you your calendar.
"I own the plan, not the company. I still have to deliver both."
You lead a company you don't own, for an owner or a board with a number in mind. The work gives you a plan they can underwrite and a team that runs it, so performance belongs to the company instead of to your presence in it.
A company doesn't outgrow its owner.
It rises to the level you lead it at, and gets stuck where you do. So the work starts with you: growing into the owner's seat, out of the operator's. Concrete leadership work, aimed at the business. It develops you, it does not reinvent you.
You've probably said one of these.
Most of your net worth is in this one company. Left alone, it gets stuck at the level you can personally hold, growth just adds chaos, and the senior people you need for the next phase won't join a company that runs on one person.
Growth should produce lift. Done right, the business gets stronger and lighter at once: worth more, and less dependent on you.
What the work is worth when it counts.
Years of cadence. An exit that proved it.
Kinco is a founder-led manufacturer that wanted to keep growing without the business leaning harder on its owner. We installed a quarterly operating cadence and opened the economics to the team, so the people running the work could see the score and act on it.
Year over year, the leadership team took on more of the plan and the founder stepped further out of the day to day. In under two years, employee engagement rose by half, revenue grew by more than a quarter, and profitability doubled. This is the work that later became Build90, run here well before it had the name.
Kinco has since completed an exit to a capital partner, at a valuation nearly double its industry average.
We would rather be paid for what gets built.
Most engagements here are scoped and fixed-fee, and that is a complete way to work. But this work aims at value you capture, and where there is a real asset and a real horizon we would rather tie part of the compensation to that value as an outcome than to the calendar we commit. If sharing in what gets built is not how you want to work, say so early and we will keep it simple and scoped.
ValueX first, then the build.
Every engagement starts with ValueX, so the work goes to the right things in the right order. Forty-five days or less, fixed fee. See ValueX ›
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We'll take a straight read on where your business stands and what's in the way.
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