Executive judgment, without the full-time hire.
I work with founder-led and growth-stage companies that are past proving the model and into the harder problem: making growth repeatable without the founder personally holding it together.
Four ways in.
Every engagement starts with the same first step — a diagnosis. I won't propose a scope before I understand which problem you actually have.
Stage Diagnosis
A focused two-to-three week engagement to answer one question: what stage is this business actually in, and what is the real constraint on growth?
I interview the leadership team individually, look at how decisions actually get made, and map where the operating model has been outgrown. You get a written diagnosis and a prioritized set of moves — not a generic strategy deck.
- Individual leadership interviews and a structured stage assessment
- The single binding constraint, named plainly
- A 90-day sequence of what to fix, in what order, and who owns it
Fractional Executive
A recurring senior seat — typically a few days a month — where I carry real accountability rather than just offering opinions.
This suits companies that need executive-level capability in revenue, partnerships, or operations but aren't ready to fund the full-time role, or aren't yet sure what that role should be.
- Standing involvement in the leadership cadence
- Direct ownership of a defined outcome, not advice at arm's length
- Coaching the person who will eventually hold the seat permanently
Growth & Revenue Architecture
Building the infrastructure that lets a company scale without losing margin or control: channel strategy, partnership structure, forecasting discipline, and the operating rhythm that connects sales to supply.
This is the work I've done most and know best — manufacturer partnerships, marketplace and retail channel expansion, demand planning across a full SKU portfolio, and the forecasting systems that keep all of it honest.
- Channel mix and partnership strategy
- Forecasting and demand planning built around consequence of error
- The operating cadence that keeps sales, purchasing, and finance in one conversation
Leadership Alignment
Facilitated work with a leadership team using the Predictable Success framework, which I'm certified in and studied directly under its author.
The value isn't the model — it's what surfaces when a team places itself on the curve independently and then compares answers. The disagreement is the finding, and it usually reframes a year of circular arguments.
- Shared language for why the team is stuck
- The structural bottleneck named, separate from the personalities
- A decision-making model the team keeps using after I leave
What I've actually done.
One of the first four employees at a distribution business built to nine figures.
Share of total SKU portfolio I controlled at $100M+ in annual revenue.
Growth in manufacturer partnership count by rebuilding the value proposition.
Year-over-year growth driven across retail, marketplace, and branded channels.
What you should expect from me.
I'll tell you the hard thing early. Most companies aren't stuck for lack of effort — they're stuck because no one will say the obvious thing out loud. That's most of what you're paying for.
I diagnose before I prescribe. The interventions that fix one stage of growth actively damage another. Anyone who proposes a solution before understanding your stage is selling you their template.
I aim to make myself unnecessary. The goal is a team that runs the system without me. If you still need me in year three for the same problem, I did the work badly.
I work from conviction, not just competence. I'm a follower of Jesus, and it shapes how I lead and how I treat people when there's nothing to gain from it. You'll get straight answers even when a softer one would be easier to sell.
If you're building something that matters, I'd like to hear about it.
Executive roles, advisory engagements, speaking, or a conversation for the show — the door is open.
Or reach me directly at Bruce@scaleonomic.com