Strategic Operating Partner for Professional Services and PE Firms
Whether you're building toward an exit or trying to reignite growth, the challenge is the same: the work that would move the needle requires specialized knowledge, experience, and the capacity to execute.
Your people are great at serving clients, but growth and exit probably aren't their specialty, and they're already maxed out. I bring the knowledge, expertise, outside objective perspective, and horsepower to get it done. I work as an extension of your team to get you over the hump successfully.
5x CXO and M&A leader driving growth at Deloitte, Hay Group, Miller Heiman, Richardson. 13 transactions and 100+ advisory engagements. I specialize in professional services because I've spent my career in it and understand the intricacies of building and selling these businesses.
Dario Priolo
CEO & Founder
JK Research, Inc.
2-4x
Revenue Growth
2-5x
Valuation Increase
3-6 Mo.
ROI Payback
JK Research: Common Situations
I help my clients solve many problems. Here are the common challenges I see.
FOUNDER WANTS TO EXIT BUT DOESN'T REALLY KNOW HOW
You've built something valuable, but you have no roadmap to get from here to a successful sale.
STRATEGIC INITIATIVES DON'T GET PROPER ATTENTION AND FLOUNDER
The work that would transform the firm keeps losing to the daily grind of serving clients and running operations.
SALES OVERLY DEPENDENT ON THE FOUNDER OR A FEW RAINMAKERS
The firm can't run without a handful of key people, and buyers see concentration of knowledge as a major liability.
TOO MUCH REVENUE RIDES ON
TOO FEW CLIENTS
A small number of clients represent too much of the revenue; losing one or two could crater the business.
GROWTH EXPECTATIONS ARE NOT BEING MET
Working harder than ever but the numbers don't reflect the effort; revenue is flat despite strong delivery and client satisfaction.
CURIOUS BUT UNCERTAIN ABOUT THE AI OPPORTUNITY
Everyone's talking about it, clients are asking questions, but there's no practical path forward to capture the productivity and margin gains.
NO REPEATABLE ENGINE FOR NEW BUSINESS
Every deal requires heroics from senior people; there's no system or process to generate new opportunities consistently and predictably.
HIDDEN REVENUE LEFT ON THE TABLE: LIMITED CROSS-SELLING
Existing accounts could be worth two to three times current revenue but there's no systematic process to identify and unlock it.
FIRM AND EXPERTS INVISIBLE IN THE MARKET TO PROSPECTIVE CLIENTS
Best thinking is trapped in delivery while competitors with less capability are showing up, getting seen, and winning mindshare.
