Hands-on strategy and operations. M&A advisory. From first look to exit.
CʘNSVLTʘR provides senior, independent Operating Partner support to PE-backed and founder-led businesses across TMT, digital infrastructure, and technology-driven sectors. One accountable lead.
The case for a different kind of advisor.
Most businesses interacting with a consulting firm get a partner on the pitch and juniors on the job. Most PE houses with an in-house Operating Partner get one person's CV applied to every situation, however well that CV fits the deal in front of them.
Neither model is wrong. But neither is always right.
There are moments in the life of a fund or a portfolio company where what is needed is not a process or a playbook. A deal about to close. A portfolio company losing altitude. A founder preparing for the conversation of their life. Those moments call for someone who is in the room because they are useful, not because they are on retainer.
CʘNSVLTʘR is built for those moments. See What we do and How we work.
Who we work with.
Across the investment lifecycle. From early asset scouting and outside-in reviews, through due diligence and the hundred-day plan, into execution and on to exit readiness. Mid-market PE, growth equity and family offices.
At inflection points. Preparing for investment, professionalising ahead of a raise, navigating a transition, or making sense of a moment that feels too large to face without an experienced sounding board.
Who want a frank, experienced voice that is not on the payroll and not running a competing agenda. An Operating Partner who can challenge, prioritise, and then roll up their sleeves alongside the team. Roles have included Operating Partner, fractional COO, NED and board observer.
Strategy reviews, transformation programmes, M&A support and board-level advisory for senior leaders in TMT and technology-driven businesses who need an experienced external hand, without the overhead of a large firm.
What CʘNSVLTʘR does.
Engagements are shaped around the situation, not around a standard offering or a billable-hours target.
Asset scouting and outside-in reviews
From first sight of an asset through to NBO, before the formal mandate. A senior read on whether an asset is worth pursuing: market and competitive dynamics from the outside, likely red flags, regulatory considerations. Fast and experience-driven, useful precisely because it happens before committing to a full DD mandate.
Commercial, technical and operations due diligence
20-plus mandates across TMT, digital infrastructure and adjacent sectors. Buy-side and sell-side. Pre-NBO red flag reviews through to full CDD, TDD and ODD. Input that goes beyond the report and into what the findings mean for the investment thesis and the operating plan that follows.
Value creation: from plan to execution
100-day agendas and 12-24 month roadmaps that leadership can actually own. Margin improvement, revenue growth levers, operating model redesign, working capital. The plan and the doing, not one without the other. Relevant equally for PE-backed businesses and corporate leadership teams driving performance improvement.
Business transformation and change
The collection of strategy and operations projects that together deliver the value creation programme. Digital transformation, go-to-market redesign, organisational change, systems implementation. Hands-on from the first whiteboard session to the last milestone review.
Board-level and leadership support
As Operating Partner, fractional COO, CSO, CDO, NED or board observer. A senior, independent voice with the operational depth to back it up. Coaching and sparring for founders and functional leaders navigating inflection points and transitions.
Exit readiness
Getting the story, the numbers and the operating posture right before the conversation with buyers begins. No-regrets actions. Equity story preparation. Vendor assist and hand-over support through to close.
But no two engagements are alike. The six areas above describe what CʘNSVLTʘR does. Where a client actually needs support, and at what depth, is always specific to the situation. The framework below is a starting point for that conversation.
Cubus Consvltoris · A framework of engagement, in three dimensions · hover to explore
If any block in this framework looks like one of your pain points:
Get in touchThe model and why it is built this way.
CʘNSVLTʘR is deliberately lean. One accountable Operating Partner as the constant point of contact. A curated formation of specialist operators and subject-matter experts, engaged only when they add clear, specific value to the situation at hand.
No consulting pyramid. No permanent bench to keep busy. No junior team learning on your time and your budget.
The difference from an in-house Operating Partner is not just structural: it is about range. An in-house OP brings one CV to every portfolio company. CʘNSVLTʘR brings focused, senior experience as the day-to-day lead, and assembles the right specialist capabilities around each situation if it demands them. A pricing question gets a pricing specialist. A working capital problem gets a working capital specialist. A people and culture challenge gets exactly that.
- Embedded, not external. The work happens alongside your teams, not in a parallel workstream that has to be translated back into the business.
- Evidence-based. Decisions anchored in data, unit economics and market reality. Frameworks serve the thinking; they do not replace it.
- Outcome-linked. Clear objectives agreed upfront. Engagement structures that flex to the situation, from a focused pre-NBO sprint to ongoing portfolio Operating Partner support.
- Asset scouting and outside-in review
- Pre-NBO red flag review
- Full DD mandate (CDD, TDD, ODD)
- 100-day plan and execution support
- Ongoing portfolio Operating Partner
- Transformation programme lead
- NED or board observer appointment
The range of situations we can support (from asset scouting through to exit, and everything in between) is mapped in the Cubus Consvltoris. For anything not neatly captured there, a conversation is always a good starting point. Get in touch.
On the name and what it means for who we are and how we work.
Consvltor is Latin: one who deliberates, one who gives considered counsel. The root of consul, of counsel, of the English word consult. Once, the word carried weight. It has since been somewhat diluted.
The spelling (with a V rather than a U) is how the Romans wrote it. A small reminder that this is an old idea, and that old ideas sometimes outlast the fashions that replaced them.
The .net is not accidental. More on that below.
Freelance is a younger word. It was popularised by Walter Scott in Ivanhoe (1820), but it describes a very old reality. A free lance was a medieval mercenary knight whose lance was free: not pledged by birth or feudal obligation to any lord, but available, for the right engagement, to whoever needed him most. The concept is well documented across medieval Europe, in the military registers of Castile, in the French lance fournie.
And the lance, in those records, not only was not just a weapon, it often was not just one man.
The Castilian Lance (lanza castellana) was a tactical formation: a mounted knight, a squire, an archer, a page. Each with a distinct role. Each essential. The knight accountable for the outcome; the formation assembled around the specific demands of the engagement. You did not bring the full lance to a duel. You brought everything to a siege.
This is the model. One accountable lead (primus inter pares) with a formation of experienced specialists assembled around each engagement if the situation demands it. Not a hierarchy. Not a pyramid. Peers, each with deep expertise in their own domain, who choose to work this way because it produces better outcomes than any alternative.
The .net is the network. The formation, available.
Over 25 years in Big 4 firms, technology change agents and strategy boutiques: PwC, Accenture, Delta Partners, Oliver Wyman, Huawei, Ericsson, Fide Partners, BDO. Hands-on strategy and operations, M&A advisory, commercial, technical and operations due diligence across five continents, from Chile to Indonesia, Sweden to South Africa. Now London based.
Sector specialism in TMT and digital infrastructure: telecoms, towercos, fibre, datacentres, cloud, cybersecurity, media. Two masters degrees (Software Engineering; Strategic Studies). Reserve officer. Recurve archer. Always curious.
LinkedIn EmailThe Formation: a small group of experienced independent specialists, each with deep expertise in their own domain. Engaged by situation, not by retainers. Formation led by a Primus inter pares.
If you are looking at a deal, managing a portfolio company through a difficult moment, or simply want to think out loud with someone who has been in the room before, get in touch.
No AI. No scoping call with a junior. No RFP before a conversation. Just a direct channel.
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