Graham Kindermann
Operator & Advisor
Businesses rarely break where the org chart says they break.
They break in the structure underneath it.
I work with established companies to find the structural constraint and fix the business underneath it.
Most engagements are with PE-backed roll-ups in the first eighteen months post-acquisition, when integration debt decides whether the thesis holds.
Selective advisory availability for 2026.
Most of the companies I work with look functional from the outside. Underneath, they are carrying the same five kinds of drag:
- Fractured reporting across entities and systems
- Software sprawl and broken integrations after acquisition
- Financial visibility that lags the business by weeks
- Operating cadence that no longer matches the company's scale
- Handoff points where accountability blurs and performance leaks
The work is diagnostic first, then corrective. I identify the real constraint, rebuild the systems around it, and leave the business with cleaner reporting, tighter cadence, and a stronger foundation for whatever comes next — a refinance, a bolt-on, an exit.
There is particular fit with private equity-backed contractor roll-ups in the first eighteen months post-acquisition. That is when multiple systems, uneven financial visibility, and integration debt decide whether the thesis holds. Integration is not a side issue in that window. It is the entire game.
How I work
Engagements are embedded, not advisory-in-name-only. Typical shape: a two-week diagnostic, then a ninety-day corrective phase working alongside the CFO or COO, then a lighter ongoing cadence. I take on a small number of businesses each year so every engagement gets real attention.
I write Structural Advantage, a publication about the structure underneath earnings, optionality, and ownership.
High income does not guarantee resilience. Good businesses often remain messier than they should. Performance depends less on effort alone than on the system it is moving through.
Working through integration drag, reporting weakness, or operating complexity after growth? Get in touch.