Growth Advisory
This isn't an engagement for every brand. We take on restructure partnerships selectively — where the operational thesis is clear, the targets are achievable, and the equity terms reflect real shared upside. If that's not the right fit, the diagnostic alone often is.
When the diagnostic reveals an operation that needs more than recommendations — when the work requires operational ownership, not just advisory input — we engage as restructure partners. We take on operating responsibility for the changes the diagnostic surfaced, agree to targets that matter, and take compensation in the form of equity tied to those outcomes. The model is built on a simple principle: we should be paid for the result, not the engagement.
Operational Ownership
We don't recommend a restructure and hand it off. Our team takes operational responsibility for executing the changes the diagnostic identified — reorganizing the operating model, replacing or restructuring partner relationships, building out missing capability, and running the operation through the transition. The work is executed, not advised.
Outcome-Aligned Targets
We agree to specific, measurable targets at the start — typically tied to contribution margin, cash position, channel economics, or operating efficiency. The targets become the contract: what success looks like, on what timeline, against which metrics. There's no ambiguity about what we're being paid to accomplish.
Equity-Based Compensation
Compensation is structured as equity in the business, vesting against the agreed targets. We take economic exposure to the outcome rather than billing hours, percent-of-spend, or fixed retainers. This is the structural difference: our upside depends entirely on whether the restructure actually works.
Continuous Financial Intelligence
Pareto's financial intelligence layer runs continuously across the engagement — so progress against targets is measured in real time, not at quarterly review. Both sides see the same numbers, against the same standard, all the way through. The accountability flows through the math, not through reporting cycles.