Operating Models

Different moments require different interventions.

Operating models are structured decision points in an investment lifecycle.
Each is designed to clarify one specific judgement — at pace, and without narrative drift.

This page helps determine which intervention fits the current situation.

Choose the right moment

The question is not “Do we need help?”
The question is “What decision is unclear?”

1.	A deal is gaining momentum, and conviction is forming faster than the underlying evidence. → You are clarifying pursue / pause / pass before commitment. See: Opportunity Selection Review
2.	Reality has diverged from plan, and the company needs a disciplined thesis recalibration. → You are aligning on persist / adjust / pivot with clear assumptions and next tests. See: Pivot Review Process
3.	A new round or stage shift has increased complexity, and performance is dipping as the cost base steps up. → You are stabilising a J-curve and resetting expectations before it becomes a governance problem. See: J-Curve Operating Reset
4.	Strategy discussions recur, but alignment, sequencing, and ownership remain unclear. → You are converting direction into execution discipline. See: Board Strategy Day
5.	The board or investor base is convening (AGM, Investor Day, offsite), and the stakes require structured moderation. → You are protecting decision quality in a visible forum. See: AGM / Investor Day
6.	The challenge is not a single event. It is ongoing governance and follow-through between meetings. → You are strengthening cadence, decision hygiene, and accountability over time. See: Operating (Vice) Chair
7.	The portfolio needs a targeted review to surface constraints, unblock execution, and improve operating signal. → You are strengthening portfolio traction without adding narrative noise. See: Portfolio Acceleration Review

How to choose

Before investing → Opportunity Selection Review
When reality diverges from plan → Pivot Review Process
At stage transition (the dip) → J-Curve Operating Reset
When direction exists but execution drifts → Board Strategy Day
When the room matters (public governance) → AGM / Investor Day moderation
When cadence and follow-through are the constraint → Operating (Vice) Chair
When portfolio traction needs a reset → Portfolio Acceleration Review

If more than one feels true, start with the earliest decision in the chain.
Clarity compounds.

Commercial structure

Event-based interventions — fixed fee, agreed upfront.
Ongoing governance roles — monthly retainer or board-fee equivalent.
Equity — considered selectively where incentives and time horizon align.

Transparent pricing.
No open-ended mandates.

Discuss your situation