TigerStrat

We know our clients because we have walked in their shoes.  We have experience sitting on all sides of investment, partnerships, and M&A transactions - as founders, CEOs, CFOs, Chief Strategy Officers, heads of in-house business and corporate development functions, Board members, VC investors, institutional shareholders, investment bankers, and top-tier strategy consultants. 

We offer more than consultants and traditional investment bankers  - we are in-house operators that support shareholders’ ultimate outcomes.  We believe strategies that cannot be turned into real pragmatic actions are worthless. Thus, we like to roll up our sleeves and be part of the team, sharing in your success.  

We work with CEOs, CFOs, Board members, and investors in technology platform companies in highly competitive and fast-moving markets.  Our clients are looking to accelerate revenue scale and profitability using inorganic growth measures as a fundamental go-forward strategy.  Often backed by VC and PE investors, our clients are CxOs looking for more than advice and strategy.  They are looking for committed team members and real connections to carry out the essentials in getting their inorganic strategy - and execution - right.  

Whether you are embarking on a $50m+ capital raise, or have just completed it, you are ready to get the ball rolling.  We have the team to help you jump-start an ambitious growth program.

While we can execute a sell-side M&A process immediately, we prefer for companies to get to sufficient scale, demonstrating "product unit economics" befitting of large-scale technology buyers. 

We call this "end-to-end" corporate development involving a strategic approach to generating revenue through partnerships and M&A.  We have a proven model that mixes our experiences as CEOs, in-house strategy and corporate development, Board members, institutional investors, strategy consultants, and investment bankers. 

Our business model relies on providing value.  Like an executive team member, we are in alignment with the Board, investors, and management - and dedicated to corporate goals – with less cost and risk and much more upside than traditional investment bankers and junior hires.

First and foremost, we think about the end customer.  Our central approach is grounded in quantitative product management principles. To us, that means maintaining focus on addressing real and growing business problems with sustainable and defensible technologies - and backing it up with the right go-to-market model and sophisticated financial planning.  That drives everything we look for in inorganic growth.  ​

All partnerships, deals, synergies and should be viewed through the lens of serving the end customer - period.