THE EXECUTIVE'S SEAT
Presence. Trust. Taste.
I step into the growth seat when the company has product, pressure, and a next valuation to earn.
Embedded growth leadership for Series A+ companies that need execution, not another deck. Sales, marketing, partnerships, market narrative, corporate development, and the right voice on the right stages. Two or three engagements a year. Brought in at moments that matter. Judgment is the product. Presence, trust, and taste are how it compounds.
Series A+ only. Post-product, pre-scale. Revenue-first engagements with boards that want an operator, not a deck.
WHY EXECUTIVE, NOT ADVISOR
"Advisors point at the mountain. Operators climb it. The gap between the valuation you raised on and the valuation you earn is covered in execution."
ANGEL GAMBINO
WHAT I EXECUTE
Three mandates. One accountable executive.
I take the CGO title and the CGO accountability. Revenue is mine. Partnerships are mine. Capital-legibility is mine. Ownership, not observation.
01
Revenue
Full-funnel ownership across outbound, inbound, partnerships, and customer expansion. Not a growth-hack sprint. Infrastructure for revenue that compounds after I leave: pipeline discipline, pricing rigor, sales leadership, retention mechanics.
02
Partnership
Strategic partnerships with enterprise customers, channel partners, and distribution platforms. Former BBC, MTV/Viacom/Paramount, AWS, Napster, Bebo. I have built partnerships where the other side wrote eight-figure checks and the contracts closed inside two quarters.
03
Capital-aligned growth
Growth that is legible to the next round. Metrics the LPs recognize. Traction narratives that survive diligence. Board-ready reporting, banker-ready data rooms, M&A-ready cap tables. Growth for the round, not just the dashboard.
THE ENGAGEMENT
What it looks like in practice.
STAGE
Series A+
Post-product, pre- scale. Companies with revenue and a next round to earn.
CADENCE
2 to 3 /year
Intentionally small. Each engagement gets the time it needs.
LENGHT
6 to 12 months
Long enough to build infrastructure. Short enough to force the handoff.
STRUCTURE
Embedded
Fractional at 40 to 60% time. Cash plus equity. On the org chart, in the standups, in the board deck.
WHEN TO BRING ME IN
Common triggers.
- Growth has flattened after early traction
- The next round requires a cleaner revenue story
- Partnerships are underperforming or undersigned
- The CEO is carrying too much of the commercial function
- The board wants operating leverage, not another strategy deck
- An acquirer is circling and the company needs to be capital-legible inside ninety days
HOW IT WORKS
From intake to handoff.
Four phases. The first two are paid diagnostic. The decision to engage is mutual.
01
Intake call
Board chair or CEO reaches out. First conversation: what's broken, what's stuck, why now. Forty-five minutes. If the shape of the problem matches the shape of the work I do, we move to diagnostic.
02
Diagnostic week
Two paid diagnostic days. I interview the leadership team, read the data, sit through two or three meetings. Return: a one-page written assessment of the three leverage points that matter most, and whether I am the right operator for them. You decide.
03
Engagement
Six to twelve months, embedded. Weekly to the CEO. Monthly to the board. Quarterly to investors when that matters. Outcomes measured against the diagnostic: revenue targets, partnership commitments, round readiness milestones.
04
Exit
Clean handoff. A permanent CGO or VP of Growth if the role is ready for a full-time hire. A documented playbook if it is not. Either way, infrastructure that compounds after I leave. I do not renew engagements past twelve months.