Days 1–15
Frame
- Define the enterprise-value objective.
- Establish the operating baseline.
- Identify assumptions, constraints and decision rights.
- Name what will not be pursued.
Strategic Transformation Mandate
When advice alone is not enough—but another full-time executive is not the answer.
Gunn International enters around one defined enterprise-value priority, establishes the decision and value-creation agenda, creates executive accountability and maintains board-level visibility through the intervention.
From $35,000 per month · Initial 90-day mandate
When this mandate fits
The situations that warrant a principal-led intervention.
- A transaction requires operating preparation.
- Performance has deteriorated and incremental action is not changing the trajectory.
- The organization has outgrown its operating model.
- An AI transformation needs an enterprise-value thesis rather than scattered pilots.
- A carve-out or integration requires executive sequencing.
- Leadership accountability is unclear.
- The board requires independent visibility into progress.
- Delay is materially affecting enterprise value.
The 90-day structure
Frame. Architect. Intervene. Transfer.
The mandate is sequenced from the first day, with a defined transfer back to management built into it.
Days 16–30
Architect
- Build the 30/60/90-day agenda.
- Set executive ownership.
- Establish critical operating signals.
- Create board-level reporting.
Days 31–75
Intervene
- Hold the executive cadence.
- Resolve cross-functional decisions.
- Challenge failed assumptions.
- Escalate material risks.
- Maintain focus on the defined result.
Days 76–90
Transfer
- Evaluate progress against the original thesis.
- Resolve remaining decisions.
- Transfer the operating cadence to management.
- Recommend continuation, transition or closure.
This is a defined strategic intervention—not a Chief of Staff, fractional COO or staff-augmentation engagement. Gunn International does not assume routine management, meeting administration, internal communications or general project-management responsibilities.
Who owns what
Accountability is explicit from the first week.
Gunn International owns
Judgment and architecture
- Decision framing
- Independent challenge
- Value-creation agenda
- Executive accountability architecture
- Board-level visibility
- Critical escalation
- Written principal position
Management owns
Operations and execution
- Daily operations
- Staff supervision
- Functional execution
- Internal communications
- Routine project management
- Departmental deliverables
From the CEOs
Shawn told the board what it didn't want to hear — that we weren't ready to sell — and then made the company worth selling. EBITDA up 175% over twelve months. I'd put him in the room on any decision that matters.
Every operator says they've done it before. Shawn had actually carried the P&L, actually done the deal, and it showed in how fast he got to the real question. He's the call I make before I sign anything.
Direct principal delivery
Define the intervention before adding another executive.
Start with the priority, its consequence and its timing. Every inquiry is reviewed personally and held in confidence.