Six ways to work together, one front door.
Every engagement is scoped, priced and named before it starts. The Business Diagnostic comes first; what follows depends on what it finds.
Business Diagnostic
A read of the firm as an allocator’s due-diligence team, or a buyer, would see it. Four to six weeks, fixed fee, sized to the firm’s stage.
Financials, ownership, pipeline, product and fee schedules, ODD materials, and conversations with the partners and function heads.
Distribution, product, operating model, economics, governance, ownership, key-person and succession exposure, scored against the firm’s stage.
A scored readiness assessment and a prioritized list of what to fix, with what each item would take and what it is worth.
What the diagnostic leads to.
Each engagement draws on three lanes of content: product, distribution and investments. The engagement is the packaging; the lanes are the work.
Growth Plan
A three-year plan: which pools of capital, which products, what the team and cost base look like at the next AUM step, and the milestones an allocator or investor would underwrite.
Restructuring
Ownership and incentive redesign, founder transition, cost-base reset, product rationalization, spin-outs and lift-outs, recapitalizations.
Build & Scale
Anchor runs the business functions (distribution, product, operations) under a shared-services agreement while the manager retains the investment mandate.
Succession & Ownership Transition
Preparing a founder-owned firm for an internal transition, a minority partner or a sale: the process, governance and equity story a buyer or GP-stake investor needs to see.
Platform Combinations
For established firms adding a team or strategy, and for teams joining a platform: target definition, diligence, and a structure that keeps the team and its alpha intact.
The lanes are the content. The engagements are the packaging.
Product-mandate fit, capacity, fee and share-class economics
Coverage model, consultant positioning, RFP readiness, CRM discipline
How the process survives institutional due diligence; repeatability, capacity, key-person dependence
Growth planProduct roadmap tied to channel priorities; SMA, commingled, interval and ETF routes, including Section 351 conversions
Channel prioritization by stage; what the sales organization looks like at $500M, $2B and $5B
What the investment organization needs to look like to support the roadmap; hiring sequence; succession
RestructuringRationalization, closing or merging sub-scale vehicles, repricing
Right-sizing the sales function, compensation redesign, mandate-driven coverage
Lift-outs and spin-outs, team economics and carry, founder transitions, buy-outs and recaps
BuildWrapper design, service-provider selection, platform onboarding
Fractional head of distribution, consultant relations, materials and process. No solicitation.
Investment operations and middle-office design, ODD readiness, governance
Priced by stage, decided once.
Fees are fixed for project work and monthly for Build & Scale. They are sized to the firm’s stage, and never contingent on capital raised. Where Anchor takes equity or a revenue share in place of fee, it is disclosed to every other client in writing.
A strategy with a record and a business that has not caught up. Diagnostic and growth plan first; Build & Scale often part-equity so the firm keeps cash for the investment team.
Real budgets and urgent problems: institutional readiness, a second product, the sales organization at the next step. The full range of engagements, with Anchor as a potential partner.
Infrastructure in place, alpha or succession the question. Restructuring, ownership transition and platform combinations, adding teams and strategies with the alignment to keep them.