WHO WE SERVE
Built for one type of company.
Not every B2B SaaS business is in the same moment. This work is designed for a specific stage and it works best when the fit is right.
PE-backed or Series A+ B2B SaaS — whether you have a sponsor with a return timeline or investors expecting efficient growth, the pressure is the same.
$20M to $150M ARR — still growing, but growth is getting harder, more expensive, and more operationally fragile. The $40M to $100M range is the strongest fit.
The growth model is under pressure — revenue is still moving but it's requiring more people, more coordination, and more manual effort to sustain.
Board or investor pressure is active — around growth quality, gross margin, scalability, or the path to profitability. The questions are getting harder to answer with confidence.
AI experiments are already underway — but the operating model foundation isn't there yet and the economics haven't moved.
For Investors and Operating Partners
Whether you're a PE operating partner supporting a portfolio company or a board member at a Series A/B company watching growth get harder and more expensive — the gap is the same.
The financial plan is clear. The operational path to achieve it is not.
Scale by Design is a structured approach to diagnosing and improving product leverage. The Trap Map and AI Opportunity Map are designed to be board-ready — specific enough to show up in the metrics that drive valuation, not generic enough to gather dust.
For PE Operating Partners: The PE playbook is strong on the numbers. What it often lacks is the operational translation — the specific sequence of product, architecture, process, and incentive changes that move gross margin and NRR in the right direction. Portfolio companies need an operator with product and engineering credibility, not another framework shop.
For VC-backed Boards: Series A/B companies hit the Linear Growth Trap earlier than most investors expect. When growth starts requiring more headcount, more manual work, and more coordination overhead to sustain, the path to efficient growth requires a different kind of intervention than adding sales reps or a new product manager.
The methodology is built to work within your timeline — fast enough to matter before the next raise, specific enough to show up in the metrics that matter at exit or Series C.
You recognize at least three of these
Your cost to acquire customers has grown faster than your ability to serve them profitably.
A meaningful portion of your roadmap is driven by named accounts or active deals — not strategic intent.
Expansion revenue exists in the plan but has no clear, accountable owner in the org structure.
Engineering headcount grew last year but delivery throughput didn't keep pace with the investment.
You've deployed AI tools — but gross margin, NRR, and cost to serve haven't moved in response.
Your CS team is working harder to hold the same NRR. The leverage per person isn't improving with scale.
This is the wrong fit if:
You are pre-product-market fit or under $10M ARR. The diagnostic and intervention system is built for a specific growth stage.
You are primarily looking for a product agency, feature development shop, or contract staff augmentation.
You want a framework document to hand to your team. The work is diagnostic and embedded — not advisory at arm's-length.
You are not willing to examine incentives, architecture, and operating model alongside product and roadmap. Isolated fixes almost never hold.