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renaissance
An elevated view across a restoration workshop at morning, rows of workbenches under hanging caged lamps with god-rays through high windows, three small figures at work and one terracotta tool cabinet mid-floor.

The eight service lines

When the model and the system stop agreeing.

Eight advisory services, one operating standard — financial discipline, technical fluency, and an operator in the room until the metric moves.

Request a diagnostic See the eight

Plate /14 — the workshop floor

8 Service lines, one standard
14 days First diagnostic
120 days To value capture

01 · Contact sheet

Pick the opening move.

Two partners in deep profile leaning over the same open ledger at a partners' desk, one tracing a line with a fingertip, a red ribbon bookmark hanging from the spine in morning window light. TAS · /01
Transaction advisory FR /01

Read it twice.
A mason's hands lowering a terracotta-toned keystone into the crown of a stone arch at golden hour, dust hanging in the low sun. VAL · /02
Valuations FR /02

The keystone.
A renovation crew carrying a long beam away through a sunlit industrial hall mid-rebuild, dust turning in god-rays, a coil of red marking line hanging from the near scaffold. TES · /03
Transaction execution FR /03

Mid-rebuild.
A lone figure seen from behind working at a lamplit desk deep in a dark office, an open ledger and cooling mug in the tungsten pool, a red pencil across the page. OCFO · /04
Office of the CFO FR /04

2:35 a.m.
A ship's hull towering in dry dock under warm floodlights at night, a lone worker with a pressure hose at its base and a patch of terracotta primer on the plating. PI · /05
Performance FR /05

Dry dock.
Experienced hands repairing an opened precision mechanism over abstract technical drawings, a small terracotta oil bottle at the corner of the leather bench mat. IM · /06
Interim management FR /06

The steady hand.
Two small groups facing each other across a modest table in a vast sunlit hall, long window shadows on the stone floor and one document set bound in red. IB · /07
Investment banking FR /07

The table.
A chalked hand gripping a summit ridge above a sea of dawn clouds, a red climbing rope running from the wrist down out of frame. TRS · /08
Turnaround FR /08

Take the hold.

Arrow through all eight.

02 · Selected mandates

What the work leaves behind.

Two of the eight, read close — the outcome the engagement produces, not the deliverable it files.

A ship's hull towering in dry dock under warm floodlights at night, a lone worker with a pressure hose at its base and a patch of terracotta primer on the plating. Plate /05 — dry dock
PI · /05 Operational & Commercial Performance

Performance Improvement

Performance improvement where the operating system is the constraint — pipeline, delivery margin, and cadence reset against a measured baseline.

4× annual revenue growth Selected outcome
Open service
A chalked hand gripping a summit ridge above a sea of dawn clouds, a red climbing rope running from the wrist down out of frame. Plate /08 — the hold
TRS · /08 Turnaround & Restructuring

Turnaround & Restructuring Services

Crisis stabilization, runway rebuilt, and the operating cadence that keeps the business on plan after we leave.

$3M unblocked in 30 days Selected outcome
Open service
Hands pinning the next card to a planning wall of blank index cards joined pin to pin by one taut red thread.
Plate /31 — the red threadThe plan made physical: four phases, one thread, every card owned and dated.

03 · How an engagement runs

Four phases. One spine.

Every mandate runs the same operating arc, from first diagnostic to value capture in 120 days. Open a phase for the detail.

Phase 01 Diagnostic Assessment Days 1–14

We map the operating system, the financial model, and the gap between them.

  • Constraint baseline against EBITDA, ARR quality, and delivery velocity
  • Decision-rights audit across product, sales, finance, and engineering
  • 90-day operating scorecard wired to the current dashboards
Phase 02 Operating Plan Days 15–21

The diagnostic becomes a written, sequenced plan with owners and dates.

  • Per-constraint move with an EBITDA, revenue, or delivery target
  • Committee design and decision-rights reset
  • 30 / 60 / 90-day operating cadence
Phase 03 Implementation Days 22–90

An operator sits inside the system until the constraint is gone.

  • Interim leadership where the binding constraint demands it
  • Weekly reviews with the named accountable executive
  • Rolling scorecard against the baseline
Phase 04 Value Capture Days 91–120

We hand the system back with a measured lift and a transition that survives our exit.

  • Final operating scorecard against baseline
  • Permanent leadership transition plan
  • Documented playbook and decision-rights map
A panelled door ajar at night spilling warm lamplight across a herringbone floor, the corner of a worked desk visible through the gap.

Start here

Unsure which service fits?

Start with the constraint, not the menu. One diagnostic tells you which mandate the operating system actually needs.

Request a diagnostic See the proof