The CEO is the bottleneck
Every important decision routes through one person. The company grows. Leadership capacity does not.
I have led venture-backed and publicly traded technology companies for more than 25 years. I now work with a small number of CEOs and their leadership teams. The work starts with strategy: where to compete, what to prove next, and what to stop doing.
For CEOs past the first proof, building the company the next stage needs. The problems at this stage are well known. Learning them alone is expensive.
Every important decision routes through one person. The company grows. Leadership capacity does not.
Pipeline, pricing and sales motion were built for early customers, and fit does not repeat yet. The board wants a plan it can rely on.
The team was built for the previous stage, and burn, runway and growth targets no longer fit in one plan.
Fit holds with the first customers and breaks in the next segment, the next price point or the next market.
Preparing to scale is never too early.
Every engagement works across the same five areas. We start with the one that limits the company now, not the top of the list.
Where to compete, which segment and problem to own, what to prove next, and what to stop doing.
Pipeline, pricing, sales motion and a forecast you can defend to a board.
Clear owners, a few real metrics and an operating cadence that holds.
The right team for the next stage, and the CEO's own role in it.
Unit economics, burn and runway tied to the plan.
Scope and fees are agreed after a first conversation.
A structured review against the five SCALE areas, starting with strategy and the evidence for product-market fit, with the CEO and key managers.
Regular one-on-one work with the CEO, with access between sessions when decisions come up.
Work with the CEO and the leadership team together on a defined set of scale priorities.
I'm Liam Galin. I have spent more than 25 years running technology companies, venture-backed and publicly traded, through growth, turnarounds and transactions. More than a decade of that in AI, as a leader and practitioner: computer vision, machine learning products and GPU data infrastructure.
I have worked on strategy and product-market fit, enterprise sales, product, fundraising and M&A, and through turnarounds and restructuring, with boards and investors on both good and bad days. Most recently at SCAILIUM (formerly SQream Technologies), a GPU-native data execution layer for AI pipelines.
I work directly with every client. There are no associates and no junior team. I take on a limited number of engagements at a time, and everything discussed stays confidential.
A short note on the company, its stage and what is on your mind is enough. I reply to every message personally.
liam@galin.me