Not every founder is ready for capital.
execom brings efficiency and clarity before decisions become irreversible.
Viable companies do not always result in viable deals.
When this matters
Growth has outrun structure.
Capital decisions are being made without clarity on capital stack.
Regulatory factors are getting uncomfortable.
IP ownership may not survive diligence.
Founder risk, or value, is mispriced.
Process
execom restores alignment when founder ambition, structure, and capital stop agreeing.
Access requires decision authority and tolerance for uncomfortable conclusions.
Situations we have worked on
A cross-border SaaS company restructured its IP holding before a secondary transaction. The original setup would have created a seven-figure tax event that no one had modeled.
A founder discovered her cap table made a strategic acquisition structurally impossible. The fix took three weeks. Finding the problem took longer.
Two co-founders with divergent risk tolerances were heading toward a split. The issue was not the relationship. It was the entity design.
A company raising its Series B realized the Canadian parent entity was creating unnecessary friction with US investors. A single restructuring removed the obstacle entirely.
A founder carrying significant personal guarantees tied to company debt needed to decouple before a leadership transition. The guarantees had been invisible to the board.
If something here is relevant to a decision you are currently facing.
Reach out