A seed-stage SaaS company, run with the operating discipline its Series A will demand.
What the six Startups & Growth-Stage agents and senior judgment produced for a founder-led seed-stage SaaS company preparing to scale and raise a Series A — founder-side throughout, the founders deciding, the firm building the discipline beneath every choice.
Illustrative engagement composite · no real company, founder, or person namedThe brief.
Founder-side. The founders decide; the firm supports.
How this engagement is held — non-negotiable.
The founders hold final authority over the company. The founders decide strategy, the raise, the hires, and the cap table; the firm builds the operating and fundraise discipline beneath those choices. Every final report routes to the named human Principal, who reviews and signs it before it reaches the founders — senior judgment on every page, no exceptions.
Founder-side only — never the investor’s side of the table. The firm sits at the founders’ side. The board is read as the founders’ strategic asset and the founders’ obligation — never advised from the investor seat. Valuation, dilution, and round structure are modeled for the founders’ benefit. The firm gives no advice to the company’s investors and no advice from the other side of a term sheet.
An honest read on product-market fit — even when it is not the answer the founders want. The engagement is built to tell the truth: where the company actually stands on PMF, what is traction versus durable fit, and whether the company is scale-ready or scaling prematurely. The firm does not flatter a deck into a raise it cannot defend in diligence.
Financing terms, cap-table, equity, and employment route to counsel and the CFO. Term-sheet language, the cap table, option-pool mechanics, revenue recognition, and employment matters are flagged and routed to the company’s counsel, accountant, or fractional CFO — the firm operates inside that frame and never interprets it, opines on it, or renders legal, tax, or audit conclusions. The firm is diligence-aware, never the legal or accounting authority.
Where the engagement stands.
Currently in Phase 4 — deliverable production. The senior advisor reviewed the PMF diagnostic and the GTM architecture with the founders last week. Founder work session in nine days. The fundraise model and target list are held for the founders’ counsel and fractional CFO to review before the deck goes to any investor.
The current numbers.
Illustrative. The firm does not promise a raise or an outcome — operating discipline improves the odds of a defensible round; it is not a guarantee.
What the agents are doing right now.
The six Startups & Growth-Stage specialist agents of Suite 05 — the PMF diagnostic tells the truth, the operating cadence holds the CEO, the GTM motion sets revenue, capital strategy runs the raise, talent architecture sequences the hires, and board relations turns the board into a strategic asset. All under senior advisor judgment, all orchestrated by Cross Suite 00, all serving the founders’ authority. Every deliverable is reviewed and signed by the Principal before it reaches the founders.
The operating & truth disciplines (STA-01, STA-04)
Founder Operating Discipline
Built the CEO operating cadence — weekly priorities, monthly metrics review, quarterly OKRs, the board-reporting rhythm, and the founder-team meeting architecture. The discipline that turns a founder into a CEO who can scale past the team they personally hired, and runs the company on a rhythm a Series A board will recognize.
Product-Market Fit Diagnostic
Delivered the honest read on where the company actually stands on PMF — retention curves, expansion behavior, deal velocity, sales-cycle compression, customer-language evidence, and the unprompted-referral signal. Distinguished traction from PMF and PMF from scale-readiness, so the raise rests on durable fit, not a good quarter.
The growth & capital disciplines (STA-02, STA-03)
Go-to-Market Architecture
Designed the integrated GTM motion — positioning, ICP, channel mix, the sales-marketing handoff, pricing architecture, and the revenue model — pairing the existing product-led motion with a repeatable sales motion. The architecture that takes the company from its current ARR toward the $10M ARR a Series A is underwritten against.
Capital Strategy & Fundraise Architect
Building the Series A narrative, deck, financial model, investor target list, and round sequencing — calibrating valuation, dilution, round structure, and timing to where the company actually is, not where the founders wish it were. Financing terms and cap-table mechanics are routed to the founders’ counsel.
The scale & board disciplines (STA-05, STA-06)
Scale-Up Talent Architecture
Designed the org structure, the compensation framework, and the key-hire sequencing for the next 12–24 months — the CRO, VP Product, and senior engineering hires the Series A funds — and the comp design that retains the hires after the offer is signed. Employment and equity terms route to counsel.
Board & Investor Relations Architecture
Built the board cadence — the monthly investor update, the quarterly board deck, the board-prep architecture, and the year-round investor-relations strategy — so the founders treat the board as a strategic asset, not a reporting obligation, and arrive at the Series A with investors who already trust the operating rhythm.
All six agents are coordinated by Cross Suite 00 and held to a single founder-side discipline. Anything touching financing terms, the cap table, equity, revenue recognition, or employment is flagged and routed to the founders’ counsel, accountant, or fractional CFO before senior review reaches the founders.
Every signed deliverable · sequenced.
- Intake Memo · The founders’ question, scope, success criteria the founders defineSenior advisorPhase 1 · Signed
- Product-Market Fit Diagnostic · Retention curves, expansion, the honest traction-vs-fit readSTA-04 + CS00Phase 3 · Signed
- CEO Operating-Cadence & OKR Framework · Weekly / monthly / quarterly rhythm + board reportingSTA-01Phase 3 · Signed
- Unit-Economics & Cohort Baseline · CAC, LTV, payback, NRR, gross margin establishedSTA-02 + STA-03Phase 3 · Signed
- Go-to-Market Architecture · ICP, channel mix, sales-marketing handoff, pricingSTA-02Phase 4 · In review
- Series A Narrative, Deck & Financial Model · Founder-side; terms held for counselSTA-03 (counsel reviews terms)Phase 4 · In review
- Investor Target List & Round Sequencing · Calibrated to where the company isSTA-03Phase 4 · In review
- Scale-Up Org & Key-Hire Plan · 12–24-month hire sequence + comp frameworkSTA-05 (equity to counsel)Phase 4 · In review
- Board & Investor-Relations Operating System · Monthly update + quarterly board deckSTA-06Phase 5 · Queued
- Data-Room & Diligence-Readiness Pack · Founder-side; terms & financials to counsel / CFOSTA-03 + STA-06Phase 5 · Queued
- Founder Work-Session Brief · What the founders are asked to decide (the founders decide)Senior advisorPhase 5 · Queued
- Pulse Monitoring Architecture · The recurring monthly report, accountable to the foundersCS00 orchestratorPhase 6 · Queued
- Closure Memo + Documented Handoff to the Founders & Leadership TeamSenior advisorPhase 7 · Queued
Deliverables touching financing terms, the cap table, equity, or revenue recognition are sequenced so the founders’ counsel and fractional CFO review them before senior review reaches the founders. The firm builds the story founder-side; counsel and the CFO own the legal, tax, and accounting positions.
Full financial picture.
Illustrative startup economics — burn, runway, unit economics, ARR growth, and a three-scenario raise stress test — framed as the founders’ company, sized for a seed-stage SaaS business at ~$1.8M ARR. Figures are illustrative and internally consistent; no raise or outcome is promised.
Company P&L summary — trailing twelve months
| Revenue | $1,800,000 |
| Subscription — ARR recognized (140 accounts) | $1,710,000 |
| Services & onboarding | $90,000 |
| Cost of goods sold | ($396,000) |
| Hosting & infrastructure | ($198,000) |
| Support & customer success | ($198,000) |
| Gross profit — 78% margin | $1,404,000 |
| Operating expenses | ($3,324,000) |
| Research & development — engineering & product (12 FTE) | ($1,560,000) |
| Sales & marketing (7 FTE + spend) | ($1,020,000) |
| General & administrative — founders & ops (8 FTE) | ($744,000) |
| Operating income (loss) | ($1,920,000) |
Operating & burn summary — trailing 12 months (annualized)
| Revenue | $1,800,000 |
| Subscription ARR (140 accounts) | $1,710,000 |
| Services & onboarding | $90,000 |
| Cost of revenue | ($396,000) |
| Hosting & infrastructure | ($198,000) |
| Support & customer success | ($198,000) |
| Gross profit — 78% margin | $1,404,000 |
| Operating expenses | ($3,324,000) |
| Engineering & product (12 FTE) | ($1,560,000) |
| Sales & marketing (7 FTE + spend) | ($1,020,000) |
| G&A, founders & ops (8 FTE) | ($744,000) |
| Net operating loss (annual) | ($1,920,000) |
Cash · burn · runway · unit economics
| Cash & burn | |
| Cash on hand | $1,600,000 |
| Net monthly burn | $160,000 |
| Runway at current burn | 10 months |
| Gross burn multiple (net new ARR) | 1.6× |
| Unit economics | |
| Blended CAC | $9,400 |
| Customer LTV (at 112% NRR) | $32,000 |
| LTV / CAC ratio | 3.4× |
| CAC payback period | 13 months |
| Growth & retention | |
| MRR (current) | $150,000 |
| MoM growth rate | 9% |
| Net revenue retention | 112% |
| Logo churn (annual) | 11% |
| Series-A readiness rating | On track (illustrative) |
Burn pacing, the timing of the raise, and how much dilution to accept are the founders’ decisions; the firm models options, the founders decide. Revenue recognition and audit-readiness route to the founders’ accountant or fractional CFO; financing terms route to counsel.
Three-scenario raise stress test · the Series A window
Each scenario tells a full story — the market and execution assumptions, the round it implies, the impact on the founders, the mitigation trigger, and the pre-built response. The founders know in advance what the firm will recommend if conditions shift; the founders decide whether to act.
Funding market tightens + growth softens + the A slips
The venture funding market tightens; Series A bars rise to higher ARR and cleaner efficiency. Month-over-month growth softens to ~5% as the new sales motion ramps slower than planned. The clean Series A is not available on acceptable terms in the window. The company must extend runway and raise a smaller bridge / extension instead.
- Burn cut to extend runway past 18 months; hiring plan paused to must-haves
- Bridge / extension SAFE structured founder-side; terms to counsel
- Sales hiring slowed; double down on the PLG motion that already works
- Efficiency narrative built — growth at a defensible burn multiple
- Existing seed investors re-engaged for an insider-led extension
- Board and founders re-briefed within 30 days
GTM motion repeats — clean Series A on the planned timeline
The GTM architecture executes. The repeatable sales motion pairs with PLG; MoM growth holds near 9%; NRR sits at 112%; LTV/CAC holds at 3.4×. The diligence-ready story — durable PMF, clean unit economics, a fundable hiring plan — supports the Series A the founders want, on the planned timeline.
- Deck, model & data room executed on the founder-approved timeline
- Investor target list worked in sequence; process run founder-side
- Term sheets routed to counsel; cap-table modeling to counsel / CFO
- Key-hire sequence funded against the close (CRO, VP Product first)
- Monthly Pulse report; quarterly senior debrief with founders & board
Breakout traction + inbound investor interest — a larger, faster round
The category gets hot and the product breaks out — MoM growth pushes past 12%, NRR climbs toward 120%, and inbound investor interest arrives unsolicited. The founders can run a competitive process for a larger round at a stronger valuation — a decision the firm helps model through STA-03, the founders make.
- Competitive process modeled for the founders (lead selection, terms)
- Valuation & dilution trade-offs modeled; the founders set the bar
- Accelerated hiring plan staged against the larger close
- Board composition & new-investor fit framed (STA-06)
- Every term sheet and the cap table routed to counsel for diligence
- Founder retreat on the next-18-months scale plan
The Pulse — this month’s report.
The Pulse is the monthly monitoring report included in every Cross Suite Advisory engagement — a single signed page that tracks the metrics that matter, flags what moved and why, and surfaces what needs the Principal’s attention. Below is an illustrative month. Every Pulse is reviewed and signed by the Principal before it reaches the founders.
| Tracked KPI | This month | Target | Variance | Read |
|---|---|---|---|---|
| MRR | $152,000 | $150,000 | +$2,000 | On track |
| MoM growth rate | 8.5% | 9% | −0.5 pt | Watch |
| Net monthly burn | $172,000 | $160,000 | +$12,000 | Off target |
| Runway (months) | 9.3 | 10.0 | −0.7 mo | Watch |
| Blended CAC | $10,100 | $9,400 | +$700 | Watch |
| LTV / CAC | 3.2× | 3.4× | −0.2× | Watch |
| Activation rate (new accounts) | 64% | 60% | +4 pts | On track |
| Net revenue retention | 113% | 112% | +1 pt | On track |
| Logo churn (rolling 12-mo) | 11% | 10% | +1 pt | Watch |
| Gross margin | 78% | 78% | — | On track |
What moved and why
Activation beat target — the onboarding fix worked. The redesigned first-run flow (a STA-02 GTM recommendation) lifted new-account activation to 64%; activated accounts expand faster, which is feeding the strong NRR.
Burn ran hot on a one-time hire. Net burn came in $12K over plan on a front-loaded sales-engineering hire and a paid-acquisition test. STA-03 traced it to timing, not a structural step-up — it normalizes next month.
CAC ticked up on the paid test. The paid-acquisition experiment raised blended CAC and softened LTV/CAC to 3.2×. The channel is still being judged; the founders decide whether to keep, cut, or re-target the spend.
Flags for the Principal’s attention
Flag 1 — runway discipline before the raise. Burn at $172K trims runway to ~9.3 months — tight against the Series A timeline. Recommend the founders hold burn flat next month and protect a 6-month post-process cushion. No counsel required; senior advisor to bring a one-page burn plan to the next check-in.
Flag 2 — paid-acquisition channel on watch. The paid test is the only line pulling CAC the wrong way. STA-02 recommends a 30-day read before scaling spend. Watch item, not yet a red — flagged now so it does not become an efficiency story problem in the deck.
The Pulse is illustrative. It reports; it does not decide. Every flag is the founders’ to act on — the firm brings the read and the recommended response, signed by the Principal.
The bench behind this engagement.
Senior judgment and agentic capacity are only credible if they sit on relevant prior experience — and honest about what the firm has and has not done.
Senior advisor on this engagement
What each agent has been trained on · calibrated against
Every agent in Suite 05 sits on a calibration corpus of anonymized prior engagements, named public reference frameworks, and senior-judgment review. None of it substitutes for the founders’ own authority or for the founders’ counsel and CFO.
Product-Market Fit Diagnostic
Calibrated against: Retention-curve and cohort-analysis patterns, expansion / contraction behavior, sales-cycle compression signals, and the unprompted-referral test — Sean Ellis–style PMF survey frames and Bessemer/SaaS-benchmark efficiency norms adapted to a seed-stage vertical SaaS. Tells the truth about durable fit; never flatters a deck.
Go-to-Market Architecture
Calibrated against: PLG and sales-led motion patterns, ICP / positioning frameworks, channel-mix and pricing-architecture models, and sales-marketing handoff designs across the $0–$10M and $10M–$50M ARR transitions. Builds a motion that repeats; the founders own the go-to-market bets.
Capital Strategy & Fundraise Architect
Calibrated against: Seed–Series-C narrative and deck patterns, SaaS financial-model and burn-multiple frames, valuation / dilution / round-structure norms, and investor-targeting sequencing. Builds the story and the model founder-side; the founders’ counsel interprets every financing term and the cap table.
Talent & Board Architecture
Calibrated against: Scale-up org-design and key-hire sequencing patterns, compensation and equity-band frames, and board-cadence / investor-update / board-deck patterns. Sequences the hires and the board rhythm; equity, employment, and option-pool mechanics route to counsel.
Prior engagement archetypes · reference experience
| Engagement archetype | Scale | Outcome class | Relevance |
|---|---|---|---|
| Seed-to-Series-A operating-discipline build | $1–3M ARR, 15–40 FTE | CEO cadence & OKRs; defensible story | Direct template — operating model derived here |
| Product-market-fit truth diagnostic | Seed / pre-A SaaS | Traction vs. durable fit named honestly | STA-04 retention & expansion read transfers |
| GTM-motion rebuild (PLG + sales) | $0–10M ARR transition | A motion that repeats, not founder heroics | STA-02 architecture pattern derived |
| Series-A narrative, model & data room | Diligence-grade raise package | Story financeable on the metrics | STA-03 deck & model architecture (terms to counsel) |
| Scale-up org & key-hire sequencing | Next 12–24-month hiring plan | Funded, sequenced, retainable hires | STA-05 org / comp pattern (equity to counsel) |
| Board & investor-relations operating system | Monthly update + quarterly board deck | Board used as a strategic asset | STA-06 cadence pattern |
All prior-engagement references are anonymized composites. No real company, founder, investor, person, or organization is disclosed.
What could go wrong.
| # | Risk | Impact | Likelihood | Mitigation status |
|---|---|---|---|---|
| 1 | Funding market tightens; Series A bar rises | Severe | Medium | Conservative scenario triggers pre-built (STA-03) |
| 2 | Runway runs out before a clean round closes | Severe | Medium | Burn plan + bridge/extension path; insider re-engagement |
| 3 | GTM motion does not repeat beyond founder selling | Severe | Medium | STA-02 repeatable motion + sales-marketing handoff |
| 4 | PMF is shallower than the metrics suggest | Severe | Low | STA-04 honest diagnostic; cohort & expansion evidence |
| 5 | Key-person dependency on a founder or first engineer | Severe | Medium | STA-05 org design; documentation; key-hire sequence |
| 6 | Churn / NRR slips and breaks the growth story | Severe | Low | Activation + CS focus; NRR tracked in the Pulse |
| 7 | CAC rises faster than LTV (efficiency erodes) | Moderate | Medium | Channel discipline; paid-test 30-day read (STA-02) |
| 8 | Over-dilution / unfavorable term sheet | Severe | Low | STA-03 modeling founder-side; terms to counsel |
| 9 | Premature scaling (hiring ahead of fit) | Moderate | Medium | Hire sequence gated to PMF + funded close |
| 10 | Data breach / security gap surfaces in diligence | Severe | Low | Data-governance hardening before the data room |
Legal, financing-term, equity, tax, and employment dimensions of any risk route to the founders’ counsel and CFO; the firm owns the operating-risk discipline only.
How this company compares.
Seven anonymized seed-stage B2B SaaS companies at similar ARR approaching a Series A. No company named; figures illustrative.
| Metric | This company | Peer median | Peer top quartile | Position |
|---|---|---|---|---|
| ARR | $1.8M | $1.5M | $2.6M | Above median |
| MoM growth rate | 9% | 7% | 12% | Above median |
| Net revenue retention | 112% | 104% | 120% | Above median |
| LTV / CAC | 3.4× | 2.8× | 4.2× | Above median |
| Gross margin | 78% | 74% | 83% | Above median |
| CAC payback (months) | 13 | 16 | 10 | Better than median |
| Burn multiple | 1.6× | 2.0× | 1.1× | Better than median |
| Logo churn (annual) | 11% | 14% | 7% | Better than median |
How the company is perceived.
Sentiment trend (rolling 12-month, scale 0–100)
Market perception is read founder-side as a fundraise and retention driver — the firm tracks it; the founders own the company’s positioning and investor relationships themselves.
How the partners are performing.
| Vendor / role | Quality | Reliability | Cost discipline | Contract fit | Overall |
|---|---|---|---|---|---|
| Cloud / infrastructure (IaaS) | A | A | B+ | A (committed-use review) | Retain |
| Fractional CFO / accounting firm | A+ | A | A | A | Retain |
| Outside corporate counsel | A+ | A | A− | A+ | Retain |
| Paid-acquisition / demand agency | B | B+ | B | B+ | Monitor (CAC) |
| CRM / sales-engagement platform | A | A | B+ | A | Retain |
| Analytics / data-warehouse stack | B+ | A− | A | B+ (data-handling review) | Monitor (data terms) |
| Recruiting / executive-search partner | B+ | A | B | A | Monitor (key hires) |
Vendor contracts with data implications are reviewed against the company’s data-handling terms; commercial and contract terms are read founder-side, with the founders’ counsel on the agreements themselves.
The company’s data, protected and diligence-ready.
Customer data and security posture are a real liability if mishandled — and one of the first things a Series A investor’s technical diligence will probe. The firm builds the governance discipline — ownership, residency, encryption, and access — under the founders’ control; the company’s engineering team and security advisors hold the technical posture, and counsel holds the privacy-law obligations.
| Data class | Volume | Ownership / residency | Encryption | Access control | Posture |
|---|---|---|---|---|---|
| Customer data (account, usage, content) | ~2.4 TB | Company-controlled; single-tenant logical isolation | At rest + in transit | RBAC + SSO | Strong |
| Customer PII / contact (CRM, billing) | ~85 GB | Company-owned; processor terms in place | At rest + in transit | RBAC + MFA | Review terms |
| Payment data (via PCI processor) | tokenized | Outsourced to PCI-DSS processor; no card storage | Tokenized | Scoped + audited | Strong |
| Employee data (HR, payroll, equity) | ~12 GB | Company-owned HRIS / cap-table tool | At rest + in transit | RBAC + MFA | Strong |
| Source code & IP | ~40 GB | Company-owned repos; CI/CD secured | At rest + in transit | RBAC + signed commits | Strong |
| Analytics / warehouse data | ~600 GB | Company-controlled; vendor data terms reviewed | At rest + in transit | RBAC | Monitor |
Recommendation: close the SOC 2 readiness gap and run a tabletop exercise before the data room opens — owned by the company’s engineering and security advisors — plus processor terms that keep every vendor’s handling of customer data inside the company’s control. Privacy-law obligations route to the founders’ counsel.
Both measured. Both honored.
Customer & product metrics
Company value & capital position
The firm does not promise a raise, a valuation, or a specific lift in ARR or margin. Operating discipline improves the odds of a defensible round and a well-run company — it is not a guarantee, and the founders decide how the capital is used.
What the firm brings to the founders to decide.
The senior advisor will bring the recommendation to the next founder work session. The founders own every one of these decisions; the firm provides the analysis and the discipline of the choice. Nothing below is the firm’s to decide.
- Confirm the GTM architecture and the PLG-plus-sales motion for rollout (STA-02).Work session
- Approve the Series A narrative, deck, and target list — route financing terms to counsel (STA-03).Phase 5
- Set the burn plan and the runway cushion to protect through the raise window.30 days
- Decide whether to keep, cut, or re-target the paid-acquisition channel (STA-02).30-day read
- Approve the key-hire sequence and comp framework — route equity terms to counsel (STA-05).On close
- Adopt the board operating system and decide board composition for the A (STA-06).Pre-close
What the firm is producing for these founders. In one sentence.
A company that ran on instinct with real traction — rebuilt into a disciplined, diligence-ready business where the CEO runs on a cadence a board recognizes, the GTM motion repeats beyond founder selling, the unit economics hold up under diligence, the hiring plan is funded and sequenced, the board is a strategic asset, and the Series A rests on a story the founders can defend — with every financing and equity decision still theirs.
“You did not need an investor to tell you what your company should be. You needed the operating discipline to run it like the company a Series A backs — and to keep every financing decision yours. We build the discipline; the founders decide.”
— Senior advisor close-out language, Phase 7 template
What you get, and how it runs.
Every engagement ships the same way: the named agents under Cross Suite 00, the signed deliverables, the technology, and a load procedure measured in minutes.
The agents named in the Agents section above — each a full advisory discipline, orchestrated by Cross Suite 00. Every final report is reviewed and signed by the Principal before it reaches you.
The signed deliverables in the pipeline above, plus the monthly Pulse report — tracked KPIs, what moved and why, and the flags that need your attention. One synthesized brief, not a pile of separate reports.
- SaaS-Hosted — managed by Cross Suite. Nothing to run on your side.
- Self-Hosted — runs in your environment: a Linux or Windows host you own, Python 3.10+ or Node 18+, ~5 GB storage, outbound HTTPS to the LLM API. A standard business workstation or server — no special hardware. Delivered as the Cross Suite Tools plugin (v1.6.0).
- SaaS-Hosted: nothing to install — Cross Suite runs it; you receive the briefs.
- Self-Hosted: install the plugin in Claude Code (prerequisite: Claude Code installed and signed in), then verify and run a smoke test. About a ten-minute load.
Next steps.
A Startups & Growth-Stage engagement starts with a conversation, not a contract. Here is how the firm moves from your first question to signed, monthly-monitored work — founder-side, senior-led, every page signed by the Principal.
Bring the question you actually have
A single founder-side conversation about your company and the question behind it — a PMF doubt, a GTM motion that will not repeat, an approaching raise, a key hire you cannot get right. No obligation; the firm listens before it scopes.
Shaped to where you are
A fixed-scope diagnostic, a focused multi-agent project, or a continuous standing-advisor relationship — whichever shape fits the question. The firm proposes the agents, the deliverables, and the sequence; you decide the shape.
Senior-led, founder-side, signed
The agents work under senior advisor judgment and Cross Suite 00 orchestration. Every deliverable is reviewed and signed by the named Principal before it reaches you. Financing terms, cap-table, equity, tax, and employment matters are flagged and routed to your counsel and CFO.
Monitoring that does not stop at handoff
Every engagement includes the monthly Pulse report — tracked KPIs, what moved and why, and flags for the Principal’s attention. The discipline continues after the project closes, accountable to you.
To begin, return to the Startups & Growth-Stage suite and inquire. Engagement shape and term are scoped to your question; the founders decide throughout.