Please introduce your company and describe your role as CEO within the organization.
I’m the managing partner at NYSA Capital LLC. I lead strategy, operations, and client relationships. Our work focuses on corporate finance, real estate, and supporting underserved business owners. I also co-lead initiatives at The Rocker Group, a consultancy with a strong focus on process optimization and sustainable growth. My job is to see the system, fix what doesn’t scale, and build things that last.
What is your company’s core business model – do you use an in-house team, third-party vendors, or a hybrid outsourcing approach?
We use a hybrid model. Core strategy, financial modeling, and client-facing work is done in-house. We partner with subject-matter experts for compliance, specialty diligence, or regional needs. This keeps the team lean but scalable.
How does your company differentiate itself from competitors in a crowded market?
We build systems, not just solutions. Most firms give advice. We stay involved to implement, test, and adjust. That means clients don’t just get a report — they get a working model that improves over time. That execution focus sets us apart.
What are the primary industries or sectors you serve, and how has that focus evolved over time?
We work across finance, real estate, and business services. Over time, we’ve moved from general consulting into more targeted work with minority-led businesses, veteran-owned enterprises, and workforce housing developers. These are areas where structure and support are often missing.
What are the most in-demand services or solutions that clients approach your company for?
Capital strategy, deal structuring, and process mapping. Founders want help raising money, expanding operations, or building infrastructure for growth. We make that happen without adding friction.
How do you personally stay ahead of industry shifts when most data is already yesterday’s news?
I build time into my week for synthesis. I read market briefs, policy memos, and behavior signals. But the most useful insights come from patterns I notice in the field. Clients tell you where the friction is. You just have to listen.
Do you have a significant percentage of repeat clients? If so, what strategies contribute to that loyalty?
Yes, around 60% of our work comes from existing clients or direct referrals. We don’t optimize for short-term engagement. We focus on long-term viability. When something breaks a year later, they call us because they trust we’ll fix it.
How do you measure and ensure high customer satisfaction in your operations?
We use a mix of simple client feedback, follow-up check-ins, and outcome tracking. We want to know: did the system hold up? Did it save time? Did it remove stress? That’s what matters.
What kind of post-project support do you provide to address client queries or ongoing needs?
Most of our projects include 30-90 days of post-engagement support. If it’s a system we helped design, we stay available to refine it. For capital work, we stay in the loop through closing.
Describe your pricing and billing structure – is it fixed cost, pay-per-milestone, or another model?
We use milestone-based pricing for most engagements. If the scope is tight and clear, we offer fixed pricing. For ongoing advisory, we use monthly retainers.
What is the typical price range for projects you’ve handled in the past year, and how do you balance affordability with value?
Most project ranges fall between $25,000 and $250,000. We price based on complexity, not just effort. If the problem is critical to growth or survival, we focus on return and value, not hours.
Have you turned down projects based on budget or scope? If so, what are your minimum requirements?
Yes. If the budget is below $15,000, it usually signals a misalignment on value or urgency. We’ll still offer a strategy call or template, but we don’t take on the full build.
What key challenges has your company faced in the last few years, and how did you overcome them?
One challenge was helping clients manage uncertainty in 2020–2021. Forecasting broke down. So we built flexible models with real-time inputs. That shifted our thinking from prediction to adaptation. It stuck.
How do you foster innovation and adapt to emerging trends in your industry?
We run small experiments inside the firm. We test new frameworks, pilot systems with friendly clients, and stay honest about what works. We also ask: what are the “workarounds” people are already using? That’s often where the next product lives.
What role does company culture play in your success, and how do you build and maintain it?
Clarity and calm matter more than hype. Everyone on the team knows the mission: reduce noise, increase flow, and help clients grow with less guesswork. We avoid urgency for the sake of speed.
Where do you envision your company in the next 5–10 years? What are your boldest long-term goals?
We’re building more scalable tools that support overlooked founders. I’d like to see NYSA Capital and The Rocker Group run like operating systems for growth, not just consulting brands.
How has your leadership style evolved throughout your career, and what influences it?
Earlier in my career, I leaned too much on drive and instinct. I’ve learned to trust structure. Now, I try to model steadiness, even when pressure is high. That’s what I look for in others too.
What emerging technologies or market shifts are you most excited about for your company?
I’m watching real estate and finance infrastructure—especially tools that simplify compliance, underwriting, and asset management. There’s room for systems that help small firms operate like big ones.
What advice would you give to aspiring CEOs? Can you share one lesson from your journey that resonates with the business community?
Build a model before you build a team. Know how the work flows. Know where it breaks. Then design the org to support that system, not the other way around.
