Growth targets, new leadership and operational reality start pulling against each other after a raise, and the strain rarely shows up where anyone is looking. I advise B2B software companies and the funds that back them through that stretch: organisational design that holds up as the company scales, performance metrics that measure what matters, and alignment between founders and incoming leadership.
This is not generalist scale-up advice. It draws on having co-founded, scaled and exited a $100M GRC software business, paired with a background in organisational behaviour and risk. The questions that break founders after a raise, why alignment erodes, why the metrics stop meaning anything, why a leadership team that worked at one size stops working at the next, are behavioural questions before they are operational ones.
The structure that got a company to its last raise is rarely the one it needs for the next. Role clarity, decision rights and reporting lines redesigned for where the business is going, not where it started.
Boards and investors ask for numbers. Not every number a founder reports is the one that actually explains what is happening inside the business. A clearer read on the metrics that predict trouble before it shows up in the results.
New executives arrive with a mandate to professionalise. Founders remain accountable for the vision. Where those two things quietly pull apart, and how to keep them pulling in the same direction.
Why the risk profile of a software investment shifts within months of closing, and why it rarely appears in the investment committee deck.
ArticleWhat the metric everyone reports to the board usually leaves out.
A short conversation is usually enough to know whether this is useful. No deck, no process, just a direct read on what is actually happening.
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