The experience behind Plan B and C.
I’m Matt Agnese, founder and president of Plan B and C, Inc. The company grew out of a career spent solving operating problems, making difficult decisions, creating options, and figuring out what actually works when the obvious answer is not necessarily the right one.
I’ve spent most of my career on the operating side of decisions.
My background spans emergency medical services, healthcare operations, procurement, supply chain, strategic sourcing, executive leadership, consulting, business development, and business ownership.
I have worked in organizations where the budgets were real, the operational consequences were immediate, and a decision that looked good on paper still had to work when it reached the people expected to execute it.
I have served in Director, Vice President, President-level, interim, fractional, and advisory roles. Some assignments involved building systems. Others involved stabilizing difficult situations, improving operations, negotiating contracts, managing vendors, addressing supply problems, or simply figuring out what was actually happening before anyone tried to fix it.
That operating perspective is the foundation of Plan B and C and the way I approach business ownership, strategic advisory, partnerships, and opportunities we choose to pursue directly.
Clarity before activity.
A lot of expensive mistakes begin with a solution in search of a problem.
I prefer to work the other way around. Understand the situation first. Separate the actual problem from the noise surrounding it. Then decide what tools, structures, or opportunities deserve attention.
The range is not accidental.
Different industries and roles taught different lessons, but the work repeatedly came back to people, systems, resources, risk, and accountability for the outcome.
Emergency Medical Services
I spent years in EMS as an EMT, paramedic, flight paramedic, instructor, and operational professional. Emergency medicine teaches you to assess quickly, prioritize correctly, work with incomplete information, and remain accountable for what happens next.
Healthcare Operations
My healthcare career expanded into operational and leadership responsibilities involving hospitals, clinical environments, materials, budgets, vendors, compliance requirements, supply systems, and the infrastructure required to keep patient care moving.
Procurement & Supply Chain
I have led procurement, strategic sourcing, contracting, vendor management, materials, and supply chain functions where cost, availability, quality, compliance, and operational continuity all had to be considered together.
Executive Leadership
Director, Vice President, President-level, interim, and fractional responsibilities added another layer: organizations are systems. Fixing one problem without understanding its effect on the rest of the organization can simply move the problem somewhere else.
Consulting & Advisory
Consulting taught me that expertise alone is not a business. You still have to find the work, build relationships, price it, negotiate it, deliver it, manage the agreement, get paid, and create enough value that someone wants to work with you again.
Business Ownership
Building and operating businesses changes the perspective again. Revenue matters. Cash flow matters. Capital matters. So do customers, contracts, risk, timing, execution, and whether the business actually supports the life or objective it was supposed to create.
The objective comes before the business.
A large part of my work today is with experienced professionals considering whether business ownership or self-employment belongs in what comes next.
I do not believe everyone should own a business. I also do not believe that every ownership conversation should begin or end with a franchise.
The discussion starts with what someone is trying to accomplish, the economics required to support it, the operating role they want, the capital available, the risk that makes sense, and the life the business is supposed to support.
Operating experience changes the conversation.
These are not abstract subjects for me. They are areas in which I have had responsibility, made decisions, managed consequences, or built businesses myself.
The company reflects the career behind it.
Plan B and C was never intended to be a one-product consulting company.
The name reflects how I tend to approach problems. The obvious answer may be fine. But before committing to it, I want to know what the alternatives are, what they cost, what they require, and whether one of them solves the actual problem better.
That is why Plan B and C today includes business ownership advisory, strategic and operational consulting, healthcare and distribution opportunities, partnerships, business development, and ventures in which we may participate directly.
One company. Several ways to put experience to work.
Each part of Plan B and C uses the same operating discipline in a different context.
Start with the situation, not a predetermined answer.
If you are considering business ownership, evaluating an acquisition or franchise, working through an operating problem, exploring 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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