Services

Drawing on senior operating and finance leadership experience across major institutions, portfolio companies, and founder-led businesses, v3.0 engagements are structured to match the complexity and urgency of each situation.

Organizations engage v3.0 in a variety of ways depending on whether the need is ongoing operating perspective, preparation for a transaction, targeted execution support for a defined initiative, or direct leadership involvement during periods of change.

Work typically begins through one of four engagement formats.

Monthly Operating Review

A structured operating cadence for founders, CEOs, leadership teams, investors, and other stakeholders seeking experienced outside perspective on execution, organizational effectiveness, operating priorities, and emerging risks during periods of growth, increasing complexity, transition, or uneven performance.

As companies grow, leadership teams often normalize operational friction, coordination gaps, and execution drift that develop gradually over time. An experienced external perspective applied consistently across a structured cadence can help identify emerging issues earlier, improve continuity around priorities, and reinforce organizational alignment before more significant intervention becomes necessary.

Each month includes:

• Two one-hour operating review sessions focused on performance trends, execution progress, operating priorities, organizational coordination, leadership alignment, and emerging constraint points
• Independent review of key financial and operating indicators between meetings
• Approximately three hours of analysis and inter-session communication each month
• Identification of execution gaps, sequencing issues, coordination breakdowns, and operational risks affecting momentum and results
• Priority calibration and follow-through support across active initiatives and leadership discussions

This format is particularly useful in situations where leadership teams would benefit from recurring outside operating perspective and execution continuity, but where a more embedded interim, fractional, or project-based engagement is not currently required.

Engagements may be short-term or ongoing depending on the needs of the business and can expand into a deeper operating engagement when circumstances warrant.

This engagement is typically structured as a recurring monthly cadence beginning at $1,500 per month.

Targeted Execution Projects

Some situations require focused execution support rather than ongoing operating oversight or full interim leadership involvement.

v3.0 undertakes defined initiatives that benefit from senior operating judgment, cross-functional coordination, and disciplined project execution.

Examples may include:

• Financial Reporting and FP&A Structure Development
• Implementation of Finance, Procurement, or Operating Systems
• Operating Model and Process Redesign
• Pricing Discipline and Margin Improvement Initiatives
• Post-Acquisition Integration Planning and Execution

Assignments may be structured as fixed-fee engagements or monthly retainers depending on scope, timing, and complexity.

Pre-Sale Readiness Review

Many companies that appear ready for sale are not yet prepared for buyer scrutiny. The resulting gaps often shift value late in the transaction process.

The Pre-Sale Readiness Review is designed for organizations expecting a transaction within approximately 12–36 months and provides a structured assessment of readiness across areas such as:

• Financial Visibility and Reporting Discipline
• Management Depth and Role Clarity
• Operating Consistency and Scalability
• Execution Reliability Across Functions
• Customer Concentration and Revenue Stability
• Risk Exposure and Internal Control Structure
• Transaction Narrative Credibility and Supporting Evidence

Findings are delivered as a structured discussion with prioritized recommendations to strengthen positioning before entering the market.

Fees vary depending on company size, complexity, and timing considerations.

Interim and Fractional Leadership

v3.0 provides interim and fractional CEO, COO, and CFO leadership for founder-led and lower middle market B2B companies navigating periods of transition that require hands-on direction across multiple functions.

These roles are typically undertaken when an organization requires embedded leadership to stabilize performance, execute change, or prepare for a major transition.

These engagements are typically undertaken at major inflection points involving growth, exit preparation, integration, restructuring, or operational underperformance, where organizations benefit from embedded leadership capable of aligning strategy, operations, finance, marketing, analytics, and execution.

Assignments are structured around a defined level of operating involvement and scoped based on the intensity, duration, and complexity of the situation.

Engagements are typically priced as monthly retainers calibrated to the level of leadership responsibility and time commitment required.