Scaling is simple - until it’s not.

Operator judgment for venture-backed CEOs navigating capital, GTM, and organizational inflection.

THE CEO INFLECTION POINT

The CEO role has no peer.

Once you raise institutional capital, everything changes. You’re expected to set the operating plan, deploy capital wisely, and define the metrics that justify the investment - often without having done it before. Boards and investors provide perspective. Coaches develop leaders. But no one is embedded in the weekly operating decisions.

I had a strong board, supportive investors, an experienced executive team and an executive coach.

There was still a gap.

At Foodsby, we bootstrapped to $2M before raising a $6M Series A. I built the operating model, capital allocation strategy, and board metrics - learning through mistakes along the way. We later raised another $15M, scaled to 200+ employees, navigated a 95% revenue decline during COVID, and ultimately led the company through a strategic acquisition.

Through each phase - raising capital, scaling, correcting course, navigating crisis - I wished I had an experienced operator at my side every week. Not to make decisions for me, but to help me make better ones.

That experience shapes my work. Growth-stage CEOs need operator judgment from someone who has allocated real capital, built real teams, and led through real inflection points.

That’s the partner I wish I had - and the one I now strive to be.

BUILT FROM THE SEAT

Raised capital. Scaled teams. Survived collapse. Led exit.

Now I work alongside venture-backed CEOs around their highest-leverage moments - shaping decisions early, before they compound.

  • Bootstrapped. Raised $25M+. Scaled to 200+ employees and $100M in revenue. Survived a 95% collapse. Led an exit. I’ve carried the weight — capital, board pressure, payroll — in real time.

  • Most advisory models are reactive. I’m embedded weekly where capital and tradeoffs move. Context creates foresight. We shape patterns before they harden.

  • No capital agenda. No governance role. No politics. Independent by design - aligned only to the CEO and long-term value creation.

Who This Is For

CEOs

Venture and growth-backed leaders navigating capital events, deployment, scale, or strategic inflection. These decisions compound. I work inside them - not after they’re made.

Venture Firms

Funds seeking independent operating partner support across portfolio companies, particularly around raises and capital deployment - without building a platform team. Execution. Discipline. Capital efficiency.

How We Work

Three primary models:

CEO Advisory

Trusted CEO counsel.

What this includes:

  • Weekly CEO 1:1

  • Strategic support across product, GTM, org, capital

  • KPI review and ongoing thought partnership

Best suited for:
CEOs seeking an ongoing operator partner.

Inflection Partner

Where capital and execution converge.

Includes CEO Advisory, plus:

  • Executive team alignment and accountability

  • Operating cadence, metrics, and capital discipline

  • Board preparation and strategic refinement

Best suited for:
Companies navigating high-leverage inflection points.

Operating Partner

Independent operating partner resource.

What this includes:

  • Structured support across select portfolio CEOs

  • Targeted engagement around inflection or capital events

  • Operating rigor and board-aligned execution

Best suited for:
Venture firms seeking experienced operator support without building a full-time platform team.

ABOUT BEN CATTOOR

I’m a founder, CEO, and board partner with 15+ years of experience building and scaling tech-enabled businesses.

As Founder & CEO of Foodsby, I grew a B2B2C marketplace to $100M+ in sales, raised $25M+ in institutional capital, built a 200+ person national organization, navigated a 95% COVID revenue collapse, and ultimately led the company through a strategic acquisition.

Earlier in my career, I built a foundation in finance, enterprise risk and data - working alongside executive teams and boards across companies ranging from $1M to $2B in revenue.

Today, I invest in and advise growth-stage companies on GTM strategy, executive team development, capital allocation, and operational scale.

My approach is operator-first, capital-aware, and grounded in real execution at scale.

CORE EXPERTISE

  • Designing scalable GTM engines while knowing when to stay scrappy. Balancing product, people, and process at the right stage of growth..

  • Building high-performing executive teams. Clarifying roles, accountability, and performance systems as companies scale from 20 to 200+.

  • Aligning board expectations with operating realities. Setting the right metrics for disciplined investment and growth.

  • B2B and B2C digital product strategy across SaaS, platforms, marketplaces, food tech, HR, commercial real estate, and SMB-focused solutions.

  • From messaging to pipeline design to performance management. Strong emphasis on engagement-based B2C marketing (drip, reactivation, retention) and scalable B2B sales infrastructure.

  • Deep fluency in data modeling, SQL relationships, and BI tools (Power BI, Looker). Turning fragmented data into executive clarity.