We do not sell a menu of disconnected services. We work the whole business — and through every pillar runs the same thread: proprietary systems and bespoke AI, designed for how your company actually operates. Custom-built for your business, not bolted on.
Clarity on where the money is going and why. We build the financial picture founders are usually too busy — or too close — to assemble themselves, then wire it to custom systems and bespoke AI that forecast, flag, and model scenarios in real time.
The machine underneath the business. We design the structure, ownership, and a proprietary operating stack — custom CRM architecture, automation, and AI agents built for your business — that lets a company scale without the founder as the bottleneck.
The revenue side, made deliberate. We turn growth from a series of guesses into a repeatable engine — a clear position, the right channels, and a pipeline instrumented with bespoke AI and data systems you can actually trust.
This is not a standalone service — it is the connective tissue that runs through Finance, Operations, and Marketing alike. We analyze how a company actually works, then design and build the systems and the AI that fit it: bespoke to your operation, owned by your business, and never an off-the-shelf afterthought.
When a build calls for specialized hands, we assemble and direct a vetted bench of engineers and analysts — so the founder gets senior judgment and real execution without managing a vendor.
We advise founders through Series A and later rounds, and through mergers and acquisitions on both sides of the table — the moments where being underprepared is most expensive. This isn’t angel-round work; it’s for companies with real revenue and real stakes.
From the model and the materials to the data room, the diligence, and the negotiating table, we make sure the story holds up to scrutiny — and the founder keeps leverage all the way through close.
A structured diagnostic across Finance, Operations, and Marketing — the starting point for every TRIARC engagement.
A focused 30-day engagement targeting one high-priority problem identified in the Audit.
A retained monthly relationship — the founder’s outside set of eyes, across all three pillars, for as long as it is useful.
Dedicated advisory for physicians and medical practice owners navigating ownership transitions, exit, or first-time business infrastructure.
A fractional CFO owns one function. A consultant is typically hired to answer a question you have already framed. We start before the question is framed, across Finance, Operations, and Marketing at once, because the problem a founder can name is rarely the problem that is costing them. Once the diagnosis is shared, the work can look like either of those roles — but it begins with an unsentimental read of the whole business.
Pricing depends on the size and complexity of the business, and we quote it after a short conversation rather than from a rate card. What you get is a ranked, honest assessment: what is working, what is quietly costing you, what to fix first, and what to deliberately leave alone. There is no obligation to engage us for the work that follows.
The Audit takes two to four weeks. From there, most clients choose either a 90-day Sprint focused on one or two priorities, or a retained monthly advisory relationship. A meaningful number take the Audit findings and execute internally, which is a legitimate outcome and one we plan for.
Occasionally, when the situation warrants it. Below that threshold the constraint is usually capital or product-market fit rather than structure, and structural advisory tends to be premature. We will tell you if that is the case rather than sell you an engagement.
Both, depending on what the situation requires. In a Sprint we work inside the business alongside your team. In an ongoing advisory relationship we are the outside set of eyes and your team executes. What we do not do is write a report and leave.
It stays confidential, under written agreement, permanently. We see financials, contracts, compensation, and internal conflict in nearly every engagement. Discretion is not a policy we mention in a sales conversation — it is the reason founders let us in at all.