For funders
You wrote a check for a plan. A team is out building it. When the plan needs something the team doesn’t have, I’m the operator you can offer them.
What funders call about
The burn. A portfolio company’s numbers say one thing and the roadmap says another.
The missing skill. The plan you funded needs one nobody on the team has yet.
The pattern. Company after company, grantee after grantee: support drowning the team, data that stops at a dashboard, no product function before the product hire.
The program. It’s behind, and the reports don’t say why.
The help. You want to send the kind the team will actually take.
How this works
You introduce me. The team decides: nothing starts unless they want it. What I find goes to you and the team together. And what one team needed, the next usually does too: the engagement repeats across a portfolio, one team at a time.
What you get
Ground truth. A read gives you and the team the same picture at the same time, instead of the version that survives the board deck or the grant report.
The plan, built. The capability lands on the team’s side of the table and stays there.
A stronger offer. The next founder you back, the next grantee you fund, hears it plainly: if the plan needs building, we know an operator.
The shapes it takes
Read
The return that hasn’t shown up.
Something feels off, at a company or a program. Two weeks from the outside: where it’s stuck, what to fix first, sized and assigned to the team. A fixed fee, and what I find is theirs and yours whether anyone hires me again or not.
Build
What the plan still needs.
The team is missing a skill the plan needs. I embed with them and help them build what they sold you: the analytics, the ops, the product function. A fixed fee, scoped with the team. When I leave, the capability stays on their side of the table.
A team of ten, and the agency’s first product practice →Turn
The number where it should be.
A number the plan promised: a revenue line, cost to serve, time to launch. The team names it, we agree on the latitude I have, and my pay rides on moving it.
What the work looks like
The board conversation that keeps circling
A portfolio company misses two quarters, and every board meeting relitigates the last one. You introduce me; the founder takes the call. I spend two weeks in the work: with the team, in the numbers, across the process between plan and ship. At the end you’re both holding the same document: where delivery is stuck, the fixes, who on the team owns each.
The program behind its enrollment number
A foundation funds a benefits navigation program, and enrollment is trailing the proposal. The program officer suspects intake; the team wants the help. I embed with the team, rebuild intake around the data they already collect, and train the staff who run it. The capability stays with the grantee.
The gap that repeats
A company in the portfolio is drowning in support. The fix lands: automated answers over the platform’s own data, judgment calls routed to a human. Months later a different team hits the same wall. That introduction takes one sentence, and the build goes faster the second time.
The first call
Two questions: which team is on your mind, and what hasn’t shown up yet. Thirty minutes, no pitch. If it’s not a fit, I’ll say so, and point you to someone who can help.
hello@auringon.com or book a 30-minute call →