Capabilities
Three practices. One standard of rigor.
Each engagement is scoped to the decision at hand and led personally by the Principal, from the first framing conversation through the final deliverable.
Practice 01
M&A Advisory
End-to-end support for buying, selling, or financing a business: build an acquisition model, evaluate valuation and financing alternatives, coordinate diligence, and prepare decision materials.
What the practice covers
- Acquisition or transaction strategy
- Buy-side advisory
- Sell-side readiness and process support
- Target criteria and market mapping
- Financial modeling and valuation
- Diligence planning and coordination
- Financing analysis and support
- Negotiation materials
- Executive and board recommendations
- Day-one readiness
- Integration or transition planning
Designed outcome
A disciplined process, a clearer decision, and an executable path through closing and implementation.
Practice 02
Finance & Performance
The finance engine a growing business needs: models leadership trusts, reporting that surfaces what matters, and processes and systems that keep pace with the company.
What the practice covers
- Financial and operating models
- Valuation and strategic alternatives
- Forecasting and budgeting
- Scenario planning
- Management reporting
- KPI architecture
- Finance-process improvement
- Finance-systems improvement
- Profitability analysis
- Working-capital analysis
- Project-based or interim finance leadership
Designed outcome
A stronger finance engine and practical information leaders can use to manage the business.
Practice 03
Growth & AI Strategy
Growth choices and AI investments evaluated the same way: grounded in economics, tested against operating reality, and translated into a roadmap someone owns.
What the practice covers
- Corporate growth strategy
- Market-entry strategy
- Competitive analysis
- Customer analysis
- AI opportunity assessment
- AI-use-case prioritization
- Workflow optimization
- Business-process optimization
- Operating-model design
- Capability design
- Implementation roadmaps
- Executive alignment
Designed outcome
A prioritized strategy grounded in economics, operating reality, practical risk management, and clear ownership.
How Michael works
A bespoke team for the work at hand
No oversized team. No junior-staffing pyramid. The engagement is built around the decision, the people already in the business, and the most efficient path to a high-quality result.
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Frame the decision
Define the question, the constraints, the stakeholders, and what a good outcome looks like, before any analysis begins.
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Build the fact base
Gather the financial, operational, and market facts that matter, and pressure-test them until they hold up in the room.
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Drive the work
Run the analysis, the process, and the cadence, working alongside your team and specialists where they add value.
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Leave capability behind
Hand off models, playbooks, and operating rhythms to a durable internal owner so the value outlasts the engagement.
Common engagement structures
- Lead a defined transaction or strategic initiative
- Embed alongside leadership for a critical period
- Build a financial model, management system, or roadmap
- Transition the work to a durable internal owner
Scoping
Not sure which practice fits?
Most engagements start with a short framing conversation. The scope follows the decision, not the other way around.