Partner, strategy and finance
Built and defended models for institutional allocators, including bottom-up sizing and multi-round dilution work carried through to signature. Leads the model audit and rebuild in phase one.
Three partner seats run an engagement between them, one per phase. Behind them sits an advisor bench we bring into a mandate when the raise needs a name an investment committee already trusts.
One seat per phase of an engagement. You meet the partner who will do the work in the first conversation, not a salesperson who hands you over afterwards.
Built and defended models for institutional allocators, including bottom-up sizing and multi-round dilution work carried through to signature. Leads the model audit and rebuild in phase one.
Ran commercial and financial diligence for venture funds and wrote the memos investment committees decided on, including the passes. Runs the adversarial review in phase two.
Maintains the family office relationships and runs the sequenced outreach, warm-introduction mapping and editorial calendar in phase three.
The campaign is run out of New York. The capital is not: most of the investors worth reaching for a round this size sit in family offices across Europe, the Gulf and Asia, and reaching them is the part a founder cannot replicate alone.
The shading marks where the network reaches, and nothing more. No region is weighted against another and no count is implied: these relationships exist because they are kept private, so this map shows the geography and never a name, a list or a sample record.
Each advisor works on the engagements where their sector and their network carry weight.
Advisors are engaged per mandate, not sold as a package. Where an advisor holds a relationship with a target investor, that introduction is made by the advisor directly.
Advisory participation is not an endorsement of any offering and does not constitute investment advice.