Proven product
Customers use it and pay for it. You built something worth strengthening.
You proved the product. Let’s build the company around it.
You built a product customers want. When every decision, escalation, and customer promise still comes back to you, growth can feel more like weight than momentum.
You proved the product. You should not have to carry every next step.
A working product and paying customers are worth being proud of. If every important decision, escalation, and follow-up still lands with you, the next stage can feel heavier instead of more rewarding. The constraint is not what you built. It is the operating capacity around it.
Post-revenue company
Demand is creating opportunity—and new expectations across delivery, trust, finance, and leadership.
Founder-dependent operations
The company still reaches back to you for the context, decisions, and follow-through it needs to move.
Does growth keep handing you more to carry?
- You cannot step away without decisions or customer work slowing down.
- Consequential decisions depend on reporting you do not fully trust.
- You know senior help is needed, but a full executive bench still feels too early or too expensive.
- Important customer context lives in your head, inbox, or memory.
- A larger customer request can trigger a scramble across cybersecurity, support, finance, or governance.
Build a company that can carry more of the weight.
The goal is not more process. It is clearer ownership, trusted information, and repeatable ways of working so fewer decisions and escalations have to return to you.
The first 90-day plan selects the few functions creating the greatest strain, then gives the work explicit owners and measures.
Finance & Accounting
Clear reporting, cash-flow forecasts, budgets, margin visibility, pricing support, and diligence-ready records—so the next decision relies on better evidence, not another last-minute spreadsheet hunt.
Cybersecurity
Named cybersecurity ownership, policies, access controls, risk management, incident response, and customer-review evidence—so security requests create less founder scramble.
Sales & Business Development
Defined sales stages, owned follow-up, forecasting, partnerships, and customer expansion—so opportunities can keep moving without every handoff returning to the founder.
Marketing
Focused positioning, messaging, campaigns, attribution, and reporting—so the team has a clearer buyer, story, and view of what is working.
Customer Support
Repeatable onboarding, support ownership, escalation paths, service standards, and customer-health reporting—so customers are not relying on one person’s memory.
Human Resources
Clear roles, hiring priorities, onboarding, expectations, management routines, and documented responsibilities—so the team can own more with fewer avoidable escalations.
Keep the product vision. Share the operating load.
You remain accountable for your company and product direction. TrackThat’s operators take responsibility for agreed priorities, work alongside you and your internal team, and install the processes, reporting, and ownership the company can carry forward.
- Experienced operators working on agreed priorities—not a generalist advisory layer.
- One coordinated plan, so you are not left integrating disconnected advisors.
- Implementation and operating ownership, not recommendations handed back to you.
- Documentation and internal ownership designed to make progress less person-dependent.
From “everything comes back to me” toward shared operating ownership.
You do not need more priorities. You need the few decisions and systems that can relieve the greatest pressure now—owned, implemented, and reviewed against evidence.
Diagnose
We examine how the company really runs, establish a baseline, and identify where founder time, customer delivery, or operating decisions are getting stuck.
OutputBaseline scorecard and priority map.
Prioritize
Together, we choose a focused 90-day plan with explicit owners, desired outcomes, and measures so the team knows what matters now and who owns it.
Output90-day plan, responsibilities, and operating cadence.
Execute
TrackThat operators work directly on the selected functions, installing the processes, controls, and reporting instead of handing the work back to you.
OutputImplemented systems, not recommendations alone.
Measure and adjust
We review evidence, remove blockers, and adjust priorities before small gaps become the next fire drill.
OutputProgress scorecard and next operating decisions.
Build independence
We document the work and strengthen internal ownership so more decisions can move without waiting for one person.
OutputClear ownership and repeatable operations the company can carry forward.
Equity is precious.
The operating work should be explicit.
Hiring a full executive bench can feel too early. Managing a collection of advisors can leave you carrying the integration work. TrackThat offers another path: a negotiated equity-for-execution engagement with coordinated operators.
You retain product vision. Together, we define operating priorities, decision rights, responsibilities, and evidence; TrackThat’s operators take responsibility for the agreed work.
When the transaction supports it, negotiated equity can align TrackThat’s participation with the long-term value the work is intended to create and may replace part of the immediate cash requirement. Every engagement, cash term, equity term, responsibility, and governance right is evaluated and negotiated individually.
Operating capability now
Address the functions creating the most pressure without hiring every role full-time at once.
Focused objectives. Long-term alignment.
Know what is being worked on, who owns it, and how progress will be reviewed—while aligning TrackThat’s participation with the long-term value the agreed work is intended to create.
One operating partnership. One coordinated plan.
The 90-day plan determines which operators are active, what each person owns, and how the work connects. You stay involved where your product vision and decisions matter; agreed operating work has named owners instead of returning to you by default.
Steve Wilkinghoff
Finance & Accounting
CFO
Ryan Warrington
Sales & Business Development
CRO
Matt Edwards
Technology
CIO
You may be a fit if the product works—but growth still comes back to you.
A strong fit
- You have a live product customers use and pay for.
- Demand is proven, but growth is adding pressure faster than operating capacity.
- Delivery, support, reporting, or decisions still depend heavily on you.
- Several functions need experienced attention, and coordinating them yourself is becoming another job.
- A full executive bench is not the right next move.
- You are open to explicit responsibilities, decision rights, evidence, and a deal-specific equity-for-execution structure.
A common fit is a B2B technology product used in an operations-heavy environment, including software paired with a physical asset or a recurring-revenue model that depends on repeatable delivery.
A responsible fit goes both ways.
- The product is not yet customer-used or post-revenue.
- The need is limited to one isolated, short-term task.
- The founder wants passive capital or recommendations without hands-on implementation.
- The company is not ready for explicit diligence, responsibilities, decision rights, evidence, and deal-specific terms.
- The founder expects guaranteed growth, funding, valuation, or another promised outcome.
Not a fit yet?
Not being a fit today does not close the door. Once the product is customer-used, revenue has demonstrated demand, and the company needs broader hands-on operating support, it may be worth reassessing the fit.
Tell us what you built—and what you are tired of carrying.
A first conversation is about fit, not a transaction. Tell us what the product has proved, where work still depends on you, and what you want the company to carry without constant intervention. We will review the information and reach out when there may be a fit.
Start a fit conversation.
By submitting this form, you agree that TrackThat may use the information to evaluate fit and respond to your inquiry. Do not include confidential, regulated, or transaction-sensitive information.