01
Sit beside, not above.
I don't run your company — you already do. My job is to be the second pair of eyes in the room. The one who has seen this pattern before and can name what's really going on.
Who I am
I've been the founder
running the treadmill.
I know the 2 a.m. stomach-drop. The board deck you're rewriting for the sixth time. The senior engineer whose answer you can't quite follow. I've lived every side of this — operator, founder, the person wondering if the next six months are the ones that count. Corrival is what I wish someone had handed me back then.
The short version
I've sat in your chair.
Most days, the thing you can't say out loud is that you're tired — and underneath the tired, a little scared. Scared the board will ask the question you can't answer. Scared your team is quietly losing confidence. Scared that working harder isn't working anymore.
I've been there. And I've watched dozens of founders like you walk out the other side. The problem isn't you. It's that responsiveness built this company — and responsiveness can't scale it. Realizing it is usually where the shift begins.
How I work
How I work, in three lines.
02
Tell the truth, even when it costs me.
If I'm not the right help, I'll say so and point you to who is. If your strategy is sound and you just need to execute harder, I'll say that too. I'd rather lose a retainer than sell you a problem you don't have.
03
Move the needle, not the slides.
No 80-page decks. No quarterly theater. Weekly working sessions, a living operating doc, and a 90-day horizon that always maps to this week's decisions.
The longer story
How I got here.
I'm not an MBA consultant. I'm a founder who kept accidentally becoming the person other founders called when something stopped making sense.
After the second exit, I took a year off to figure out what I actually wanted to do with the next decade. What I found was this: the most useful I've ever been is when I'm in the room with a non-technical founder at the exact moment they're about to make a five-figure decision they can't unmake. Translating. Slowing them down. Asking the question their team is too polite to ask.
That's what Corrival is. A small practice, serving a few founders at a time, as a Fractional Chief Strategy Officer. When the work surfaces real engineering — architectural decisions, rebuilds, dedicated pods — I can pull in CodingIT teams. But the strategy work is mine, and it comes first.
When I'm not working, you'll find me outside: archery, long walks, a cast-iron skillet. I believe in quiet hours, well-kept tools, and having opinions that are cheap to change.
Why I can name what you're feeling
I've watched this pattern play out enough times to trust it.
50+
SaaS launches
2
Founder exits
15+
Years operating
The next right move
If you're running in place, let's talk.
Thirty minutes. No deck. Just your situation.