Senior operators. Straight answers. Published rates.

Fractional executive leadership for PE portfolio companies and professional services firms, without the leverage pyramid, the discovery theater, or the invoice surprises. Every engagement starts with a free assessment.

Run the ROI math See services and rates

You get the operator, not a pyramid

Every engagement is led and executed by a principal who has run these functions inside PE-backed companies. No associates learning on your invoice.

Rates are on the website

Pricing for every service is published below. If the scope changes, the number changes before the work does, in writing, and you approve it first.

The math has to balance

Every recommendation comes with the model behind it. If a report or forecast cannot reconcile to the dollar, it does not ship. Same rule applies to our own fees.

What we do

Four ways to put a senior operator in the seat

Each role replaces a hire you are not ready to make full time, or a consulting engagement priced like one.

Fractional COO

operations, planning, execution

Sets strategy with the leadership team and then owns the cadence that delivers it: annual and quarterly planning, KPI architecture, cross-functional execution, and board reporting. For founders who want a peer to think with, not just someone to run the machine.

from $5,000/morange set by depth of involvement

Fractional Head of RevOps

systems, forecast, funnel

Builds and runs the revenue engine: CRM architecture, pipeline hygiene, forecasting that reconciles, comp design, and the weekly numbers your board actually trusts.

from $2,500/morange set by systems scope

Fractional GTM Chief of Staff

leverage for the CRO or CEO

The force multiplier seat: runs the GTM operating rhythm, preps board and QBR materials, drives initiatives across sales, marketing, and CS so the executive can stay out of the weeds.

from $2,000/morange set by breadth of remit

Operating Partner

for funds and holdcos

Portfolio-level GTM and operations support: diligence on revenue quality, first-100-day value creation plans, post-acquisition integration, and shared RevOps infrastructure across portcos.

scoped per fundretainer or per-engagement

Rates shown are entry points. Where a role falls in its range is set by depth of involvement, not by seniority: the same principal does the work at every tier, and the number is confirmed in a one-page agreement before work begins. No engagement starts without a number you have already seen.

Why this exists

The fractional market has a straight-talk problem

Big-firm fractional executives bill $15,000 to $40,000 a month and hand the work to a bench. Full-time hires at this level run $250,000 to $450,000 fully loaded, and most growing companies need the judgment, not the headcount. Altitude exists in the honest middle: principal-level work, transparent pricing, and a written recommendation to stop paying us the day the math stops working.

Operator-led

Our principals have held these exact seats inside PE-backed companies: COO-level operating roles, revenue operations leadership, and post-acquisition integration work.

Exit-tested

The team has operated through nine-figure acquisitions, multi-company roll-ups consolidated onto a single CRM and GTM stack, and founder-side exits of our own.

Built to hand off

Every system we build is documented well enough that your team owns it outright. The goal of every engagement is to make ourselves unnecessary.

No charge

Start with a free operating assessment

Bring one real problem: a forecast you do not trust, an integration that stalled, a number your board keeps questioning, a hire you are debating. A short intro call to start, then as much back and forth as the question actually needs. No deck, no discovery theater, and you get our read whether or not you ever become a client.

What you bring

one problem, not a tour

The specific thing that is not working, and whatever you already look at: the dashboard, the forecast, the pipeline, the org chart. No preparation required beyond showing up with the real question.

one problemno preparation required

What you leave with

a read, not a pitch

Our honest assessment of what is actually wrong, what it would take to fix, and roughly what that costs at our published rates. If the problem is smaller than it looks, you will hear that too.

no chargeno obligation, no follow-up sequence

What happens next

your call, entirely

If there is work worth doing, you get a one-page scope and a number in writing. If you do not need us, or you need someone else, we will say so and point you at what we would actually do in your position.

one pagescope and number, in writing

We do this because the alternative is a paid discovery phase that tells you what a free conversation would have. If we cannot form a view from a conversation and a look at what you already have, we are not the right firm for the problem.

Book the free assessment

See what the seat costs, and what it returns

The calculator uses the same published rates and shows every assumption. Change any number you disagree with.

Open the ROI calculator

Services and published rates

The roles

Every role below is delivered by the principal. Scopes are written on one page, rates are confirmed before kickoff, and either side can end the engagement with 30 days notice. If we are not paying for ourselves, we will tell you first.

Role	What it covers	Typical shape	Monthly rate
Operating assessment	A working session on one real problem, plus our written read on what is wrong, what fixing it involves, and whether it is worth paying anyone to do. Best for: anyone deciding whether they have a systems problem, a people problem, or a problem that will resolve itself.	A short intro call, then as much back and forth as the question needs; one-page scope and number afterwards only if there is work worth doing	No charge
Fractional COO	Strategy and planning with the leadership team, operating cadence, KPI architecture, cross-functional execution, board reporting, hiring plans for the ops org. Best for: founder-led companies from $5M to $50M revenue where the CEO is still the de facto COO, or where the leadership team needs a second experienced voice in the room when the plan is set.	From advisory involvement at the entry rate through to running the operating cadence outright; depth agreed in the one-page scope	$5,000 to $14,000
Fractional Head of RevOps	CRM architecture and governance, pipeline and forecast discipline, funnel analytics, territory and comp design, tooling consolidation, board-grade revenue reporting. Best for: sales-led companies where the forecast is a guess and the CRM is a junk drawer.	From a focused systems build through to owning the revenue engine and the numbers the board sees	$2,500 to $11,000
Fractional GTM Chief of Staff	GTM operating rhythm, QBR and board material preparation, initiative tracking across sales, marketing and CS, special projects the CRO cannot get to. Best for: a CRO or CEO drowning in coordination work that does not need their title, just their standards.	From discrete initiatives through to owning the GTM operating rhythm alongside the CRO	$2,000 to $9,500
Operating Partner	Revenue diligence, first-100-day plans, post-close CRM and GTM integration, shared reporting infrastructure across portcos, operator coaching for portfolio leadership. Best for: funds and holdcos with 3+ companies and no in-house GTM operating capacity.	Fund-level retainer or per-engagement scoping across the portfolio	Scoped per fund

For comparison: the fully loaded cost of the equivalent full-time hire typically runs $250,000 to $450,000 per year. Big-firm fractional programs for the same seats commonly bill $15,000 to $40,000 per month with leveraged delivery teams.

Operational systems

Fixed-scope builds, priced like projects

Some problems are a system, not a seat. These are scoped builds with a defined deliverable, a fixed fee, and documentation good enough that you never need us to maintain it. Small, boring, durable systems, on purpose.

CRM implementation

Salesforce, HubSpot

Greenfield builds or rescues: object model, pipeline stages with exit criteria, routing, dashboards, and written admin documentation. Includes post-acquisition CRM consolidation for roll-ups.

$18,000 to $60,0004 to 12 weeks, scope-dependent

AI agent building

practical, not theatrical

Working agents for revenue teams: call intelligence and churn signals, pipeline hygiene bots, reporting composers, meeting-prep briefs. Built on your stack, documented so your team owns them.

$12,000 to $45,000per agent or workflow suite

GTM strategy

plan you can execute Monday

Segmentation, ICP definition, channel and motion design, capacity and quota math, and an operating calendar. Delivered as a working model and a plan, not a deck about a plan.

$15,000 to $35,0003 to 6 weeks

Data analytics and conceptualization

from question to instrument

Board-grade reporting builds: KPI definition, data model design, dashboards that reconcile to the dollar, and the weekly narrative discipline that makes numbers mean something.

$10,000 to $30,000includes documentation and handoff

Every build ships with written documentation complete enough to survive losing the person who built it. That is the standard, not an add-on.

Who we serve

Built for firms where the numbers face outward

Companies whose boards, LPs, partners, or clients see the numbers cannot afford reporting that almost reconciles. That is the common thread across everyone we work with.

PE portfolio companies

and the funds behind them

Value creation plans need operators, not observers. We have sat in the portco seat through roll-ups, integrations, and a $425M exit, and we build the GTM infrastructure the deal thesis assumes.

Post-acquisition CRM and GTM integration
Board and sponsor reporting that reconciles
First-100-day revenue operations plans
Forecast discipline ahead of an exit process

Wealth management firms

RIAs, family offices, private banks

Growth at advisory firms dies in untracked referrals and partner-owned spreadsheets. We bring institutional pipeline discipline to firms that sell trust, without making them feel like a call center.

CRM built around households and referral sources
Pipeline visibility across advisors and offices
Client onboarding and review-cycle operations
AI leverage for meeting prep and follow-through

Law firms

boutique to mid-market

Business development at law firms lives in inboxes and memory. We build origination tracking, referral analytics, and intake operations that respect how partners actually work.

Intake and matter-pipeline operations
Origination and referral-source analytics
Client development cadence for partners
Practice-group performance reporting

Other professional services

consultancies, agencies, MSPs, accounting

If revenue depends on relationships and utilization, the same machinery applies: clean pipeline, honest forecasting, and reporting a managing partner can read in five minutes.

Pipeline and proposal operations
Utilization and capacity-aware forecasting
Partner and practice-lead scorecards
Systems consolidation after mergers

ROI calculator

Run the math yourself

Same rates we publish, assumptions you control, and a result formatted the way we format everything: as a statement that has to balance. Deliberately conservative defaults.

Role Engagement tier

Published ranges are wide because depth of involvement varies, not seniority. The same principal does the work at every tier.

Your annual revenue ($) Fully loaded cost of the full-time equivalent ($/yr)

Base, bonus, equity, benefits, payroll load. Adjust to your market.

Big-firm fractional quote ($/mo) Revenue impact you would need to believe (%)

The improvement in revenue the role would need to influence for the fee to pay for itself. Judge whether that is plausible.

Statement

All figures annualized. Every line is editable on the left.

The founder

Bryce Reich

I spent my career in the seats this firm sells: sitting with leadership teams while the strategy got set, running revenue operations inside PE-backed companies, integrating businesses after they were acquired, and being on the receiving end of consulting engagements that cost a great deal and changed very little. Altitude is the firm I wanted to hire and could not find.

Check the record on LinkedIn

Scale

the growth years

Helped carry a company from $70M to $125M in ARR and through a nine-figure acquisition by a public company. Revenue operations at that stage is not a reporting function. It is the thing that decides whether the forecast survives diligence.

$70M → $125MARR, through acquisition

Integration

the unglamorous part

Consolidated an eight-company private-equity roll-up onto a single CRM and GTM stack. Eight sales processes, eight definitions of a qualified opportunity, eight pipelines that did not agree with each other, reduced to one set of numbers a sponsor could act on.

8 companiesone CRM and GTM stack

Exit

both sides of the table

Operated through a $425M exit, and separately founded and sold a company of my own. Knowing what diligence actually pulls on, and how fast a shaky number becomes a valuation problem, is the difference between reporting that survives a process and reporting that does not.

$425Mexit, operator side

Before any of it

where the standards came from

Military service, which is where I learned that a plan nobody can execute is not a plan, and that the person briefing the number should be the person who can defend every line of it.

serviceprior to operating career

Every figure above appears elsewhere on this site and I am happy to walk through any of it, including what went wrong, on a call.

Why this firm exists

I have been the client

The engagements I bought as an operator followed a pattern. A senior person sold the work. A junior team delivered it. The first six weeks were discovery I could have written myself in an afternoon. The deliverable was a deck, and the deck did not reconcile to anything in our systems.

Meanwhile the problem was usually narrow and concrete: the pipeline stages meant different things to different reps, or the forecast was a spreadsheet three people maintained by hand, or nobody owned the number between marketing and sales. Those are a few weeks of focused work by somebody who has done it before, not a six-figure program.

So Altitude is built to be the thing I would have bought: the operator does the work, the rate is on the website before we speak, and the engagement is designed to end. If I cannot make that math work for you, I would rather tell you in the first conversation than bill you to find out.

BasedOrange County, California

Works withPE portcos, RIAs, law firms, professional services

FunctionsStrategy, operations, RevOps, GTM, data, AI

DeliveryPrincipal-led, no delegated bench

EngagementPublished rates, one-page scope, 30-day out

First conversationFree, no deck, no obligation

Verifylinkedin.com/in/brycereich

The same person you talk to in the assessment is the person who does the work. There is no handoff, because there is nobody to hand off to.

Disqualifiers

Who I am wrong for

A firm that will not say who it is bad for is telling you it will take any engagement. These are the ones I turn down, and I would rather you know before the call than after the invoice.

You want a deck for the board rather than a change in the numbers underneath it.
The real problem is a broken relationship between the founders or partners. I can get a leadership team aligned on strategy and priorities; I cannot repair a relationship that needs a mediator or a lawyer.
You need someone in the seat full time. If that is the honest answer I will say so, and help you write the job description instead.
You want to hand over the thinking. I can build the machine and teach your team to run it; I cannot care about your business more than you do.
You are looking for a rubber stamp on a decision already made. I will give you my actual read, which is the only thing I am selling.

Bring me a real problem

No charge, and my honest read on whether you need us, someone else, or nobody at all.

Book the free assessment

About

An operator-led firm

Altitude Advisors was built by operators, not career consultants. Our principals have spent their careers inside the situations this firm serves: PE-backed companies that need a plan the leadership team actually agrees on, and the revenue machine underneath it built, integrated, or made honest.

That experience includes scaling a company from $70M to $125M ARR through a nine-figure acquisition by a public company, consolidating an eight-company PE roll-up onto a single CRM and GTM stack, founding and selling a company of our own, and military service before any of it. We have sat on the client side of consulting engagements, which is exactly why this firm is structured the way it is.

The operating philosophy is servant leadership: the job is to make your team and your numbers trustworthy, and to leave behind systems that do not depend on us.

ModelPrincipal-led, no leverage pyramid

ExperiencePE portcos, roll-ups, nine-figure exits

FunctionsStrategy, operations, RevOps, GTM, data, AI

Engagement stylePublished rates, written scopes, 30-day out

Deliverable standardDocumented well enough to survive us leaving

BaseOrange County, California

Operating principles

The rules the work follows

Small, boring, durable systems beat impressive fragile ones.
A report that cannot reconcile to the dollar does not ship.
Nothing gets automated before volume demands it, and nothing refreshes more often than the decision it feeds.
Everything is documented well enough to survive losing the person who built it.
Trust what the client actually sees, not what the tooling reports.
The engagement should end. We put the off-ramp in writing on day one.

Book the free assessment

One real problem, at no charge. A short intro call to start, then as much back and forth as it takes to answer it properly. A working session, not a sales call: no deck, no discovery phase, no follow-up sequence.

CostNone

Starts withA short intro call

PreparationBring one problem, nothing else

You leave withOur read on what is wrong and what it takes

AfterwardsA one-page scope and number, only if warranted

(213) 650-3209

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Book directly above, or call or text with the problem in a sentence or two and we will send times.