We manage our own portfolio of businesses. Occasionally, we take on someone else's problem.
Builder-operator holding company. Washington, DC.
Problems we recognize
Operations held together by consulting firms that can't leave — and aren't incentivized to.
Internal teams have been hollowed out. Nobody knows how to unwind it without the lights going off.
A transformation program that's 18 months in, over budget, and no one can explain what it's delivered.
The vendor says it's on track. The board isn't sure. The people closest to the work have stopped raising flags.
AI was adopted fast and is now failing quietly.
Models in production no one can explain, vendors who oversold, and an organization with no way to assess either.
Competitors moving faster with technology the organization hasn't figured out yet.
Not a strategy deck problem — an execution problem. Leadership knows what needs to happen but can't make the organization do it.
A unit, division, or function that isn't performing and nobody can agree on why.
Multiple diagnoses, no resolution. The problem has outlasted several leaders.
Selected engagements
Federal agency insuring deposits at every US bank.
On the ground during the 2008 financial crisis. Bank closures went from 3 a year to over 100. $180 billion in managed transactions.
Global industrial group. Forbes Global 2000.
Alleima needed its own technology infrastructure to separate into an independent public company.
Financial technology.
22 states needed real-time EBT processing. $65 million banking software line.
Financial services consultancy.
Investigated insider fraud in banks. $90+ million in tracked assets.
