We support those navigating the ‘messy middle’.

Early on, founders do whatever the company needs.
Unsustainable approaches are the best strategy to get things off the ground. But eventually they break.
Now there’s a team and they need to transition.
What you know intuitively isn’t translating. An approach that worked a year ago isn’t as reliable.
$1 to $10 million
in annual revenue is where we focus. We call this post-PMF and pre-mass market adoption period the ‘messy middle’.
Some of the founders we’ve worked with.
How we operate.
Where we sit.
Trellace sits at the intersection of long-term alignment and deeply embedded teams.
Long-term alignment
Advisor
External support
Embedded teams
Agency
Fractional
Short-term alignment
Revenue growth based fees
Standard fee structures
Equity
How we align.
We work across a spectrum of incentive alignment structures. Every deal is custom to the needs and ambition of the partnership.
Strategy
We work with leadership teams to set direction.
We lead strategy sessions and work across GTM leadership teams.
Topics we cover
Board meetings and fundraising
Team design and hiring
GTM engineering
We build the GTM systems that teams run every day.
Scoped builds in the tools you already use.
Recent builds
It’s 30 minutes.
Tell us about the business and what you’re trying to change. You’ll get a feel for us and we’ll see if there’s a problem we can solve together.
If there’s a clear, contained problem, we can start with a small piece of work.
If there’s more to do, we can evaluate an aligned financial structure.
We’ll speak with you, review the numbers, and come back with the 90-day GTM plan we’d pursue if this was our business. After that, we both decide whether to work together.
Seeing this in a company you back?
The majority of our work starts with an investor introduction. A company can have customers and growing revenue, yet find that what worked before isn’t working quite as well. Or they just want to move faster.
If someone in your portfolio comes to mind, we’d be glad to meet them.
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