Building value in the markets we know
deal generation
While investment bankers are calling on companies everyday, it's the "kindred spirit" who gets the call back. As repeat CEOs, we know what keeps CEOs up at night. We've managed Boards, watched competitors make moves and known what we believed yesterday is likely not true today. The best deals are often those that aren't actively in a process. It all starts with a thesis.
INdependent board participation
The SurfStreet team can and will play an ongoing role as Independent Board Members. The ecommerce, content, data, marketing and media marketplaces are complex, connected and constantly evolving. Incorporating Board members with real domain experience matters and offers real value to Boards that are often populated by investors, not operators.
due diligence
We help investors make the right deal decisions by performing due diligence, assessing revenue growth and determining a target's full potential. We understand "deal fever" and take a step back to assess the right next steps.
CEO development
There are few jobs quite as lonely as that of CEO. There is literally no one in the workplace with whom to share challenges. Most CEOs are understandably uncomfortable having candid conversations with their Boards. A resource that has "been there and done that" can be an incredibly useful tool for the CEO who is inevitably challenged by a swiftly moving set of variables.
team assessment
The SurfStreet team has been leading teams since the mid 80s. The right team is that unique combination of skills, personalities, company stage and market opportunity. The right team at Series A is often not the right team to scale. Fresh eyes and perspective often serve to illuminate what many instinctively knew all along - in partnership.
go-to market
Sometimes it really is about having an outside perspective. What was once innovative is, perhaps, now commodity. Competitors are evolving and you're losing your voice as a product and thought leader. Sometimes, it's as simple as creating a new go-to-market and repackaging technology. Sometimes, it's a lot more intense than that, but you need "cover" while the technology and engineering teams establish a new direction. In every case, it's about having a strong, consistent voice that empowers employees and inspires customers and prospects. We're expert at just these dynamics, and know we can put lessons learned to work for others.