WARHAWK ADVISORS
The thesis isn’t landing. The model assumed channel expansion, pricing, or new-customer growth. Two to four quarters in, it hasn’t happened.
Founder-dependent revenue. Customers, pricing, and relationships live in the founder’s head, not in a system the business owns.
One channel, one risk. Wholesale-dependent, Amazon-dependent, or one-customer-dependent, with no second channel built.
No commercial system. The company sells on relationships and heroics. No pipeline, pricing discipline, or reporting a sponsor can see.
Pre-close and first 100 days. Is the revenue case real, and what’s the commercial plan for the platform or add-on?
If one of these describes a company on your list, that’s the conversation.
Commercial value creation for founder-led, lower-middle market companies.
01
Commercial Strategy & Value Creation
• Find where value exists and what blocks capture • Prioritize initiatives that move performance • Build the plan both sides believe
02
Revenue, GTM & Distribution
• Build the second channel • Design pricing and revenue architecture • Install pipeline, account structure, and reporting
03
Brand, Market & Partnerships
• Sharpen positioning so product commands its price • Open revenue-shortening relationships • Turn partnerships into distribution
04
Operating & Leadership Support
• Hold the senior commercial seat • Work alongside founders • Spec and onboard the permanent hire
Two decades across capital markets, operating businesses, and consumer brands — the capital side and the operating side.
Wholesale to direct-to-consumer. Took a manufacturer from $300K to $3M+ in annual sales; online revenue surpassed wholesale.
Built and scaled a commercial organization. Grew a trading team from 2 to 50 and revenue from $225K to $3M+ at RBC Capital Markets.
Founders ourselves. Co-founded a venture-backed marketplace and built this practice. We’ve sat in the seat, not just advised it.
Three ways to add senior commercial capability when it matters.
Operating Partner
Senior commercial capability across a sponsor’s or family office’s portfolio.
Best when: multiple companies need the same commercial discipline.
Interim Chief Commercial Officer
We hold the commercial seat inside one company and run the function.
Best when: the seat is empty and the search is months out.
Defined Engagement
A scoped commercial project: diligence, channel build, 100-day plan, GTM reset.
Best when: there’s one specific question or opportunity to resolve.
Not a fit.
• Enterprise transformation programs • Deck-only strategy work • Businesses below roughly $10M in revenue
Clarity up front saves everyone a call.
Assess the business and market. Identify opportunities for value creation. Architect the commercial path. Open the right relationships. Help execute.
ASSESS — Understand the business, economics, organization, market, competitive position, and underlying opportunity.
ARCHITECT — Determine what matters, establish priorities, and build a practical path from the current state to the desired outcome.