Talk Brief · Boards and PE
The enterprise playbook for inflection points · Juan Vegarra
Companies rarely stall because the opportunity ran out. They stall because the organization that captured the first market is structurally unable to capture the second one, and everyone is too busy scaling it to notice. I have lived this from every chair: growing a company from two founders to four hundred employees across three countries, watching portfolio companies hit the same wall as an investor, and being brought in by boards after the wall had already been hit. The pattern is consistent enough to teach.
The four systems that must evolve at every inflection point, and the order in which they break: leadership, where the heroes of the last chapter become the bottlenecks of the next one; governance, where the informality that made you fast starts making you fragile; capital, where the instrument that funded the last stage misprices the next; and the commercial model, where the motion quietly exhausts its market while the targets keep compounding. For each: the early symptom, the standard mistake, and what the companies that crossed cleanly did differently, drawn from operating and board experience across eight industries.
A one-page inflection audit: twelve questions a CEO or board can score in thirty minutes that locate which of the four systems is currently the binding constraint. Most rooms discover they have been solving the wrong one, which is uncomfortable in exactly the useful way.
Board or leadership offsite session, ninety minutes to half a day depending on how working you want it. PE portfolio events work especially well, since the audit runs identically across a portfolio. English or Spanish.
Book this talk: juan@juanvegarra.com · Back to Speaking