When Operations and Technology Have to Change at the Same Time.
Genexis is an operations and technology consulting firm for mid-market and PE-backed companies. Advisory COO and CTO leadership, acquisition integration, digital transformation and AI advisory — delivered by people who have run these functions at scale.
“Brought in to get the company back on track.”
The brief, more than once
acquisitions and integrations across public and private companies
in acquisition value
business unit consolidation onto a single operating model
on the 2021 Inc. 5000 list, for a greenfield venture built and run from scratch
Four Problems We Have Solved Before.
Boards and management teams seldom lack analysis. What they require is accountable executive leadership in the seat — the operating experience to sequence the work correctly, and the standing to report candidly at board level.
Executive and Functional Leadership
Advisory COO, CTO and CIO seats, and the functional leadership beneath them, filled with someone who can operate on day one — when the chair is empty, the company has outgrown its leader, or the thesis needs an owner now rather than after a six-month search.
Acquisition Integration
Turning a roll-up into one company. Systems, teams, processes and reporting consolidated on a sequence that protects revenue instead of stalling it — the work behind integrations across public and private companies.
Technology Transformation
Modernizing the platform and the organization that runs it: architecture, vendor portfolio, delivery discipline and the cost line — with a plan the board can hold you to quarter by quarter.
AI Readiness and Governance
Honest assessment of data quality and readiness, governance that survives diligence, and automation deployed where it actually pays — not where it demos well.
Three Engagement Models, Each With a Defined End.
All three run on the same method. Genexis ARC carries an engagement from readiness to run-rate in four stages — Readiness, Sequence, Spine, Run-Rate — and each stage has a condition that has to be met in writing before the next begins.
That is what gives an engagement a defined end rather than a renewal date.
Fractional Seat
1–3 DAYS PER WEEK · 3–36 MONTHS
Ongoing executive capacity for a company that needs the judgment but not the full-time cost. Standing board and leadership-team presence.
Interim Executive or Advisor
FULL-TIME · ENGAGEMENT SPECIFIC
The seat held, and the company steadied, while the permanent search runs — including hiring and handing over to the person who takes it.
Program Engagement
SCOPED · MILESTONE-BASED
A defined piece of work with a defined end: an integration, a modernization, an AI-readiness assessment and the first phase of what follows.
Engagements and the Outcomes They Produced.
Publicly traded software company
A Roll-Up, Consolidated Into One Company
The client had completed more than fifteen acquisitions with no consolidation strategy behind them — no assessment of the software estate, no cloud position, no licensing strategy. The work opened with an assessment rather than a plan, and produced a consolidation plan, an organizational redesign, a support model built around operational centers of excellence, and a rebuilt customer onboarding process.
$4M annualized · nine days off customer onboarding
Read the case studyLarge enterprise · AI readiness & governance
From “Should We?” to Phase One, Deployed
Readiness, data quality and governance assessed across a multi-site enterprise; the framework built, the teams trained, and the first phase put into production rather than handed over as a recommendation.
Venture-backed cybersecurity
Back on Track, and Refinanced
Reporting to the board: team structure, process and productivity rebuilt, and an additional round of funding secured.
Tell Us What Is Not Working.
A first conversation is a candid read on the situation and whether this is the right kind of help — not a pitch.
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