I work with VCs in three ways:

Operating Partner
Some firms have a dedicated operating partner or head of portfolio operations. Many don't, or have one whose bandwidth is already spoken for. I work with VCs on a part-time or fractional basis as an operating partner across the portfolio, with the depth of someone who's actually sat in the CEO seat. The engagement scales to what you need. One company at a time, or ongoing coverage across the firm.

Your portfolio

You bring me into a portfolio company at a moment that matters. It might be growing faster than the way it's run can handle. It might be heading into a sale, an acquisition, or a partnership. It might be stuck, or in real trouble. In any of those, you want someone who's operated at this level in the room, reading the company clearly and helping you and the founder get it right.

The questions you're carrying usually sound like this:

• Is this founder going to break?

• Is this the right CEO for the next stage?

• Has the founder become the bottleneck?

• Why can't this leadership team get aligned?

• Why are they struggling to hire executives?

• Why do they keep missing targets?

• Can they take this on with the team and resources they have?

• Is there still a future here, and if not, what's the cleanest way through?

• What does AI actually mean for this business?

You can sense when something's off, or when there's more here than the company is reaching. Naming it is the harder part. That's what I do, as a true partner to the founder.

I've raised capital, taken a company public, and bought and sold companies on both sides of the table. I've sat on 17 boards and worked through more than 10 founder exits, and I've never fired a founder. That isn't because I avoid hard calls. It's because most situations that look like a founder problem are actually a problem with how the company was built around the founder, and that's fixable. I can tell the difference quickly.

The trust comes from the work itself. Founders see how I operate, they see I'm holding both their interest and the company's, and that's what lets us get to the real issues.

AI exposure
Most portfolios right now hold companies in very different positions. Some are SaaS businesses whose moat and pricing are being tested by AI. Some are AI-native companies trying to scale an operating model that doesn't have a playbook yet. I work across both, and I can help you read where a given company actually sits, where the real exposure is, and whether the team has the capacity to make the changes the moment requires. That last part is the one you can't assess from a deck, and it's usually the one that decides the outcome.

Dealflow runs both ways

Founders I work with often need capital. VCs I work with often need someone they trust to send into a company that matters to them. I'm happy to be in that loop.