Every case below is anonymized. Clients engage at a confidential level — that's the point. Names change. Outcomes don't.
An enterprise technology company lost its anchor client — 20% of annual revenue — in a single quarter. The stock had declined 38% over six months, the board was divided on leadership, and runway was tightening. The CFO estimated 14 months before a liquidity event if nothing changed.
Board was split between cutting deep and riding it out. The CEO had strong technical credibility but had never navigated a revenue cliff at speed. Two board members wanted a full leadership change. One wanted to sell. The company had real technology — the problem was operational and structural, not fundamental.
Came in as fractional COO for the first 90 days, then moved to fractional CEO. Week one: full financial diagnostic and pipeline audit. Week two: cut three underperforming service lines, restructured the sales team from a generalist model to vertical specialists. Month two: rebuilt the ICP and repositioned the company around two core verticals where the technology had defensible moats. Month three: landed two anchor clients in the new verticals.
"He walked into a broken situation and made decisions in week one that we had been debating for six months. The rigor he brought to pipeline accountability alone changed the trajectory of the company."
— Board Chairman, $45M Enterprise Technology Company
A micro-cap technology company ($35M market cap) received a NASDAQ deficiency notice — the stock had traded below $1.00 for 31 consecutive business days. IR was non-existent, investor communications were suppressing algorithmic signals, and the board had 180 days to cure or face delisting.
The company had solid technology and real customers but was invisible to the institutional market. Press releases were tone-deaf — written for engineers, not investors. The CEO had no relationship with market makers, had never done a non-deal roadshow, and wasn't sure what a NASDAQ transfer agent actually did. The board brought in outside counsel for the compliance response but had no one who understood both the IR problem and the operational credibility problem simultaneously.
Joined as independent board director with a specific mandate: cure the deficiency and fix the IR infrastructure. Rebuilt the shareholder communications cadence — quarterly earnings narrative, monthly investor letter, proactive briefings to relevant micro-cap fund managers. Coached the CEO through a 30-day non-deal roadshow. Restructured the press release strategy to lead with market signals, not feature announcements. Compliance cured in 112 days. Stayed on board for the full 12 months to institutionalize the IR function.
"We were staring down a delisting notice with no real plan. He came in, told us exactly what was broken in how we were communicating with the market, and then fixed it. The number that surprised me most wasn't the stock price — it was how fast institutional interest returned once the story was told correctly."
— CEO, NASDAQ-Listed Technology Company
An $80M US enterprise software company had tried twice to crack Latin America with zero signed contracts. The board gave the initiative a 12-month window. Prior attempts failed due to channel mismatch — selling direct in markets where enterprise buyers contract through local integrators.
The first two attempts had followed the same playbook: hire a regional VP, rent office space in São Paulo, and run the US GTM motion. Both times, the VP churned within 8 months and the pipeline evaporated. The board had written off the region internally but gave it one final shot with a new mandate and a hard deadline. The company had real product-market fit in US mid-market — the problem was entirely go-to-market architecture for the region.
Rebuilt the entry strategy around the channel model that actually works in LatAm enterprise: partnerships with established local SIs (systems integrators) who already had the buyer relationships. Identified and vetted three partner firms across Peru, Colombia, and Mexico within 60 days. Built a co-sell model with revenue share that aligned incentives. Personally introduced the product to senior enterprise buyers at two anchor accounts through existing relationships. The first contract closed in month 7. Two more in months 9 and 11.
"We were entering the Latin American market with no playbook and a short runway. Tejune had already operated there. He knew the culture, the regulatory environment, the hiring market — and he had relationships. We went from zero to operational in 90 days. That doesn't happen without the right person in the room."
— Chief Revenue Officer, $80M US Enterprise Software Company
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