Global advisor to Architects
Every practice reaches a decision point. Most principles face it alone.
I advise architecture practice principals globally on strategy, ownership transition, mergers and acquisitions, and exit planning. Clients come to me at a genuine decision point, not out of curiosity, and every engagement runs through me directly.
BEFORE WE SPEAK
A few things worth knowing first.
I take on a small number of engagements at a time. These three usually decide whether it's worth a conversation.
Leadership - You lead the practice, not just work in it.
1
Principal, partner, or founder. Someone who can actually make the decision being discussed, not relay it to someone who can.
Timing - You're facing something real.
2
A partner buyout, a slowing pipeline, retirement within sight, an acquisition offer on the table. Not idle curiosity about what the practice might be worth someday.
Discretion - You want this handled quietly.
3
Nobody outside the two of us hears about this conversation unless you decide otherwise. That's the baseline, not an add-on.
ADVISORY FOR PRACTICE PRINCIPALS
What I actually advise on.
Not a fixed menu. Most engagements touch more than one of these before they're done.
1
Strategy - Where the practice goes next
Positioning, growth direction, and the calls that are hard to see clearly from inside your own firm. The outside view, from someone who has run one.
2
M&A - Buying, merging, or being approached
Whether you're making an offer or you've just received one, the terms matter more than the headline number. I've been on both sides of a deal.
Transition - Moving equity without moving the culture
3
Partner buy-ins, buyouts, and succession structures that keep the practice recognisable to the people who built it.
4
Exit - Getting out on your terms
Retirement, sale, or simply stepping back. The plan starts years before the transaction, not the month you decide you're done.