Four steps. Both sides check the fit.

30 minutes. You describe the company, the situation and the goal. I say whether I broadly fit and what I would need next. No pitch. A fit check both ways. If it does not fit, a clear no is the most respectful outcome.

Outcome: a clear yes, no, or “too early”, with reasons.

I review numbers, customer concentration, team, processes and risks. You review me: working style, time availability, cultural fit, and references where possible. Mutual is not a polite word here. It is the condition.

What I typically need: management reporting, customer overview, org chart, a summary of key contracts, sites and capacity. All confidential. Only as deep as the decision requires.

What you get from me: clarity on role, capital, time commitment and the levers I see.

We document ownership level, capital, governance, my role, any separate compensation for operating work, and the path to closing. Short. Readable. With your advisors where needed. If we already cannot agree on the basics, the partnership will not get better later.

Outcome: term sheet or heads of terms.

After closing we run a shared 100-day plan: three to five priorities, owners, measures, meeting rhythm. No theatre. Work. And after that the same rule applies as everywhere else: constant, never-ending improvement, not one round of applause and then standing still.

Fixed rhythm: an operating call with management every two weeks. An advisory board once a quarter.

Ad hoc on customer or crisis topics. Reporting as light as possible, as clear as needed. Structure without bureaucracy.

Conversations, documents and names stay confidential. I do not discuss live conversations. You will find no deal list and no client names on this site. Credibility depends on knowing when to stay quiet.