For CEOs With Growth That is Starting to slip

More revenue. Fewer initiatives. Less risk.

I help CEOs uncover where revenue is leaking between teams and systems and install compounding growth mechanisms that work without constant heroics.

Trusted Advisor to CEOs on Decision Architecture, Growth, and Operational leverage

What I do

I’m typically brought in when a company is doing many things right, but growth isn’t compounding the way it should.

Common signals:

  • AI and automation feel important, but it’s unclear where they actually create leverage

  • Marketing, sales, operations, and technology are no longer reinforcing each other

  • Revenue has reached a plateau, or growth feels increasingly fragile

  • The team is busy, but leaders don’t fully trust the numbers behind decisions

  • Every new initiative adds complexity instead of momentum

At this stage, the problem is rarely execution.

It’s decision quality under complexity.

You Need Decision Architecture.

Over time, I’ve found that most growth problems are actually decision problems.

As companies scale, most failures don’t come from bad execution or weak talent.

They come from decisions that quietly compound in the wrong direction.


Decisions increasingly depend on:

  • What information leaders trust

  • Which signals are ignored or overweighted

  • How incentives shape behavior

  • how systems interact across marketing,

    operations, and technology

I refer to this as Decision Architecture.

My role is to help CEOs improve their Decision Risk & Decision Architecture, so the right decisions become clearer, faster, and more consistent as complexity increases.

AI, automation, and tooling matter, but only after the decision layer is sound. Otherwise, they amplify noise.

How I Work

This is Advisory work.

I’m not involved in day-to-day execution.

My primary role is to engage when decisions carry disproportionate impact. I appear when timing, sequencing, or tradeoffs might materially shape outcomes.

When the decision environment is clear, I can weigh in on strategic direction. This usually happens after constraints and tradeoffs are explicit.

Typical engagements involve:

  • diagnosing the primary constraint to growth

  • clarifying which decisions matter now vs. later

  • identifying where signals are being misread or overweighted

  • aligning marketing, operations, and leverage around those decisions

  • identifying where automation or AI meaningfully increases throughput and where it won’t

Clients work with me knowing that when a high-stakes decision arises, we can engage quickly and directly.

The goal is not to do more.

It’s to restore coherence so decisions compound again.

Who This is For

  • Founder-led or closely held companies

  • ~$10M–$50M in revenue

  • Growth complexity is increasing faster than confidence

  • Leadership wants fewer, better decisions—not more tools or tactics

Who This is NOT For

  • Early-stage startups

  • Companies looking for execution, implementation, or agency services

  • Teams seeking AI experiments without clear business constraints

  • Organizations unwilling to challenge existing assumptions

If this feels easy to replicate internally, it isn’t the right engagement.

Experience & Perspective

My background spans leadership in software, automation, marketing technology, and operational re-engineering across both small and large organizations.

What clients value is not a specific credential or framework.

They value pattern recognition across scale. They want the ability to see where systems quietly break before results make it obvious.

I’ve worked in environments where decisions carried:

  • High downstream cost

  • Delayed feedback

  • Incomplete information

  • Competing local incentives

Those conditions and not tactics are where most growth problems actually emerge.

A Note on Experience

My background spans software, automation, marketing technology, and re-engineering operations across both small and large organizations.

What clients value isn’t a specific title or framework.

It’s pattern recognition across scale and the ability to see where systems quietly break before results make it obvious.

Starting a Conversation

I keep my advisory work limited and selective.

This is not because the work is scarce.

It’s because clarity requires attention.

If this page reflects the situation you’re in, you’re welcome to reach out.

We’ll determine quickly whether a conversation makes sense.

No pitch.

No obligation.

Contact

Matt Kantor

US & Canada

[email protected]

I work with a small number of companies at a time. Availability is limited.

Copyrights 2026 | Matt Kantor™ & Propellerhead