Business Aggregation & Growth Partnerships

Settled in writing before anything is built, because it is the question that surfaces at the worst possible moment otherwise. Depending on the structure it may be jointly owned by the members, held by a separate entity, or licensed to the group — but it is never left ambiguous.

Fewer than people assume for a pilot — a committed dozen is enough to prove whether the economics are real. Scale matters for negotiating power later, but proving the model with a small group first is what stops expensive mistakes.

Settlement disputes, almost always — not pricing. Somebody pays late, somebody feels short-changed, and with no agreed process the group fractures. That is why governance and the dispute process get written down before onboarding rather than after the first argument.

No, and building it first is a common error. Run the model manually with a small group until it demonstrably works. The manual pilot reveals what the real constraint is, and that shapes what the platform should actually do.

An aggregator brings independent businesses together so they benefit from scale they could not reach alone — shared procurement, shared technology, shared distribution or a shared brand. My role is designing that structure, proving its economics, building the platform that runs it, and setting up governance so it holds together as it grows.

It depends on the structure. Some engagements are straightforward consulting; others are longer partnerships with shared upside where I am operationally involved. We settle that explicitly before work starts.