Advisory Services & Board Leadership
Senior judgment, available when you need it — on the decisions that are too costly to get wrong and the problems most advisors haven't solved themselves.
The Calls I Get Most Often Don't Start With a Title.
They start with a specific problem. How do I set my own rates with confidence? My small company is overwhelmed with success — the founders are working 70 hours a week and I need to build out an organization to support us. I'm about to have a hard conversation with a functional leader and want to pressure-test my approach before it happens. None of these requires a Fractional COO or Integrator. All of them benefit from someone who has made these calls before and can help you make them well.
I've spent more than 25 years inside organizations at every stage of growth as an operator. The problems that come up in early-growth companies — pricing, margins, first hires, metrics, sales structure, process documentation — are the same problems I've owned and resolved across 65+ products and services with full P&L accountability. None of it is new territory.
How It Works
Advisory engagements run on a standing cadence — weekly, biweekly, or monthly — with direct access between sessions when a decision can't wait. Billed by the half day or full day, with no long-term contract and no fixed deliverable list set in advance.
The work covers whatever's most pressing: a pricing decision, a first hire, a P&L you're not sure how to read, a conversation you need to get right. Discovery starts the engagement — a close look at how the business runs today and what the specific decision or problem is — and the working sessions follow from there.
No team to manage, no system to install. Direct, experienced judgment sized to the decision in front of you.
Who This Is For
- Early-growth companies — typically under 20 people or under $3M in revenue — with a specific problem to solve and no need for an ongoing fractional seat yet.
- Founders preparing for a first significant hire who want the role definition right before they commit to the search.
- CEOs who want to pressure-test a decision — on pricing, a hard conversation, a functional problem — with someone who has made that call before.
- Functional leaders in operations, finance, sales, or marketing working through a challenge that doesn't yet warrant a full specialist. Kyle can work directly with them.
- Companies already working with Kyle in an ongoing capacity and wanting senior judgment available between engagements.
Advisory engagements often grow into Founder's Right Hand or a fractional seat as the company grows. They can also stand on their own.
Areas of Expertise
Every area below reflects direct, hands-on experience — decisions Kyle has made and owned himself.
Pricing & Commercial Strategy
Market-based pricing targets and cost-based floors. Competitive positioning, value-based pricing, and client negotiation. Contract structuring and mid-contract renegotiation.
Roles, Responsibilities & Accountability
Defining who owns what — for existing positions and new ones. Moving specific decisions off the founders. Building accountability structures before and after the first hire.
Metrics & Performance Measurement
How to measure success in each functional area. The right numbers for your stage. Building a scorecard the business will use consistently.
P&L Management & Margin Analysis
Direct margin, contribution margin, operating margin — and what the right margin looks like for your model. How to read your P&L and act on what it shows.
Sales & Value Proposition
Value proposition development, sales training, and sales metrics. Compensation model design. Building the case for what you charge and equipping your team to sell it.
Budgets & ROI by Function
Setting target budgets and evaluating return for marketing, operations, and other functional areas. Building the framework to make those decisions repeatable.
Process Documentation
Getting what's in the founders' heads into a form the business can use — before the first hire, and before that knowledge becomes a vulnerability.
First Hires & Org Design
Which position to create, what it owns, how responsibility moves off the founders. Building the seat before someone sits in it — so the hire starts with clarity.
"Kyle sees the big picture without losing sight of the details, and he can break problems into their root causes and guide teams to resolve them. I trust his judgment and ability to quickly identify what needs to be done and how to do it. I've worked with Kyle in two different roles and would gladly do so again."
— Peter Coates, Former CEO, Sense Communications & Infitel GmbH
Board Leadership
Serving on a board as someone who has run these organizations means the questions I ask and the risks I flag come from execution experience. I serve in formal board seats and informal advisory roles depending on what the company needs — bringing outside objectivity from someone who has been inside, accountable for results.
Looking for more hands-on operational leadership? See the Fractional COO service →
Other Ways I Can Help
Stop Carrying It Alone.
Every engagement starts with a free 30-minute fit call. No obligation, no pressure—just clarity.