Strategy into operating reality.
A senior consulting practice for CEOs and PE sponsors at the inflection points where growth gets stuck.
Where appetite outruns infrastructure.
Most companies that feel stuck aren’t stuck on strategy. They’re stuck because the operating model, the leadership team, or the go-to-market engine can’t yet carry the weight of the ambition.
That’s the work. Prescott Road comes in at those inflection points and helps CEOs and sponsors close the gap between what the business intends and what it can actually execute.
The practice is built in a specific intersection – thirty years of senior operating experience, including:
- Fortune 3 CMO at UnitedHealthcare, and Fortune 15 CMO at Elevance (Anthem)
- The creation, building, and selling of my own company. Then rebuilding after the acquirer had challenges.
- Four years inside a PE-backed healthcare company as CMO, CAO, and CSO. Hands-on, in the build, not at thirty thousand feet.
Who we work with.
CEOs and PE sponsors of growth-stage and middle-market companies. The work is most valuable when a business has the talent and intent, but the systems haven’t caught up.
Common situations that bring clients to Prescott Road:
- Strategy exists in fragments and isn’t on paper, aligned, or sequenced.
- Growth in one market that doesn’t replicate in the next.
- The leadership team has the answer but can’t get it operationalized.
- The story buyers, payers, partners, and capital have heard doesn’t match what the company has built.
- A function, often marketing, needs senior leadership the company isn’t ready to hire full-time.
If any of this sounds familiar, let’s talk.
Three practice areas.
Strategy on Paper
The work of getting clarity. Most leadership teams have strategy in their heads, on slides, or scattered across half a dozen documents. They rarely have it on paper in a form that aligns the team, sequences the work, and defines what success looks like in measurable terms.
Strategy on Paper engagements diagnose where the business actually is, sharpen the goal, sequence the priorities, and produce a written plan the leadership team can execute against. The deliverable is rigor, not volume.
Operating Systems
The work of building the infrastructure that makes strategy executable. Strategy fails in execution more often than in design. Companies stall because the operating model, the systems, the leadership cadence, the talent, and the metrics can’t yet carry the direction they chose.
Operating Systems engagements focus on the build: standing up systems, creating operating models, developing action plans, and putting the measurement infrastructure in place that makes growth replicable.
Marketing and Brand Leadership
The work of telling the story to the audiences that matter: members, patients, providers, payers, partners, and capital sources. How a company tells its story shapes what buyers, payers, and partners believe it’s worth.
Engagements range from fractional CMO work to brand architecture, B2B and B2C campaign strategy, member and customer engagement, and the narrative work that supports a capital event.
How the work moves:
Discover, Define, Dive-In, Deliver.
Every engagement moves through four phases.
Discover. An open conversation. No commitment, no proposal. The work of Discover is to understand the business, listen to leadership, surface what’s getting in the way, and decide together whether there’s something worth pursuing.
Define. A clear written articulation of the problem and scope. Not a strategy deck. A proposal that names the issue, identifies the leverage points, frames what success looks like, and defines the business terms.
Dive-In. Embedded execution alongside the leadership team. Depending on the engagement, this looks like fractional executive work, a project lead role, or an operating partner posture. Most engagements spend most of their time here.
Deliver. Measurable outcomes against the success metrics named in Define. The discipline of finishing: closing out the work, transferring ownership to the team, and setting up the systems that allow the change to outlast the engagement.
Operator, not advisor.
The market for senior consulting is crowded. Most former executives selling advice compete on credentials. Prescott Road competes on a specific intersection of experience that’s rare in the operating-partner bench.
Operator. Four years inside a PE-backed healthcare platform as CMO, CAO, and CSO. The work was hands-on system-building, not just advisory.
Fortune-level scale. CMO at UnitedHealthcare and Anthem across Medicaid, Medicare, and commercial lines. Led teams of 200+, budgets of $300M+, and the brand campaign that ranked first in worldwide consumer engagement at launch, winning a Gold Cannes Lion and a Gold Effie.
Founder. Built and sold a marketing agency, then rebuilt it for the acquirer and returned it to profitability. Knows what it takes to run the business, not just the function.
Selective by design. Two to three active engagements at a time. Clients get senior attention, not a junior team.
Where the experience comes from.
CLIENT SIDE
AGENCY SIDE
Recognition.
What Our Clients Are Saying
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Recognition.
If you're working through an inflection point, let's talk.
No proposal. No pitch. An open conversation about what’s stuck and whether there’s something worth doing about it.