Corporate Refugee. Strategic Advisory. There is rarely only one path in business ownership.
As a business ownership advisor, I help experienced professionals evaluate what comes after corporate life and whether ownership belongs in that conversation. Business ownership for corporate professionals can mean acquiring a company, buying a franchise, building independently, consulting, or deciding that ownership is not the right move yet.
That work lives under Corporate Refugee. Plan B and C also provides strategic and operational advisory services to organizations and participates directly in selected businesses, partnerships, and ventures.
Two ways to work with Plan B and C.
The main menu reflects the two ways clients engage us. Corporate Refugee serves experienced professionals evaluating life beyond the traditional corporate path. Strategic Advisory supports organizations facing difficult decisions, operational problems, or leadership needs.
Business Ownership Advisory
I work with experienced corporate professionals who are questioning what comes next and want to understand whether self-employment or business ownership belongs in that conversation.
Business ownership consulting starts with the person, not the product. We do not begin with a franchise, a listing, or a predetermined answer. We begin with the objective, the economics, the operating role, the amount of risk that makes sense, and the life the business is supposed to support.
When an existing company is under consideration, I can serve as a business acquisition advisor. When the better path is a franchise, independent business, licensing arrangement, distributorship, or consulting practice, we evaluate that instead.
- Business acquisition
- Franchising
- Independent business
- Licensing
- Distributorships
- Consulting
- Portfolio ownership
- Staying put for now
Consulting & Operational Leadership
As a strategic business advisor, I take on select advisory and fractional engagements involving procurement, supply chain, strategic sourcing, contracts, operations, process improvement, organizational readiness, and business development.
Explore Advisory Work →Not every relationship is an advisory engagement. Ventures is where Plan B and C participates directly in selected businesses, partnerships, healthcare and distribution initiatives, and owned interests. Explore how we participate →
Clarity before activity.
A lot of bad decisions start with a solution in search of a problem. I prefer to work the other way around.
I’ve made the transition myself.
I spent a large part of my career inside organizations, in leadership roles where the work was complex, the budgets were real, and decisions had consequences.
When I moved into consulting, I started the way a lot of experienced executives do: with the work I knew how to do and the relationships I had built over the years. That eventually became a full practice.
But being self-employed is not just doing your old job without a boss. You have to find the work. Market the business. Price it. Negotiate the agreement. Manage the contract. Get paid. Maintain the relationship. Decide what to pursue and what to walk away from. Then get up the next morning and do it again.
That experience shapes how I work as a business ownership advisor with someone considering the same kind of transition. I can help evaluate a franchise, a business acquisition, an independent business, a consulting practice, or another ownership model. But the more important conversation comes first: what are you trying to build, and what kind of business gives you a reasonable chance of getting there?
Sometimes the answer is a franchise. Sometimes it is not. And sometimes the smartest decision is not to buy anything yet.
Business ownership planning should start with more than one option.
Franchising is one path, but it is not the path. The right structure depends on the person, the opportunity, the capital available, the amount of control you want, and what you are actually trying to accomplish.
The range is not accidental.
My career has crossed emergency medical services, healthcare operations, research, procurement, supply chain, consulting, and business ownership. I have worked in Director, Vice President, and President-level roles, including assignments where the job was to walk into a difficult situation, understand it quickly, and get things moving in the right direction.
Across those environments I have dealt with budgets, contracts, vendors, people, systems, compliance, negotiations, operational problems, organizational politics, and the practical consequences of decisions that looked much cleaner on paper.
That background is part of what I bring to the work as a business ownership advisor and strategic business advisor. Plan B and C is built around accumulated operating experience. Some of it is used to advise. Some is used to help people build something of their own. Some is put to work directly in businesses and opportunities we choose to pursue.
Sometimes the right role is to participate directly.
Ventures is the third leg of Plan B and C. It is not a separate client service or another door in the main menu. It is where we selectively develop, support, partner in, or operate opportunities directly.
Healthcare & Distribution
Opportunities drawing on decades of healthcare, procurement, supply chain, compliance, and vendor-side experience.
Strategic Partnerships
Commercial relationships and business-development opportunities where the parties bring complementary experience, access, or capabilities.
Owned & Operated Interests
Businesses and projects in which Plan B and C serves as an owner, operator, developer, or active participant.
Start with a business ownership advisor, not a predetermined answer.
If you are considering ownership, working through an operating problem, looking at a partnership, or have an opportunity worth discussing, start with the conversation. We can figure out where it belongs from there.
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