Our people
One operator stabilizes the business, one commercializes it, and one designs how it should run.
Finance and operating recovery. Commercial execution and technology transformation. Strategy, procurement and execution risk. Each leader brings experience from running the work.
Transitions rarely break in one function.
A company repairing its finances may also need a systems integration, a commercial reset or different vendor terms. The executive in your seat is backed by colleagues who have run the neighboring functions. Clear responsibility keeps the engagement accountable; complementary experience helps connect decisions across the business.
Interim Executive · Finance, Operations & Transactions
Mark walks into businesses whose financial and operating infrastructure is failing, works out what is really happening and takes responsibility for fixing it. Over 25+ years and more than 50 companies, including private equity-owned businesses, he has led financial recovery, close and reporting, cash governance, audit, diligence and sale preparation, and has carried operating responsibility until permanent leadership was in place. He has provided interim CFO leadership since 2008 across technology, manufacturing, construction, e-commerce, education, professional services and infrastructure. He leads C³’s financial services practice. He tests assumptions before execution.
Where they lead: Finance / CFO · Operations
Serves as treasurer of a nonprofit board, responsible for finance and HR.
Build the model, evaluate the business, raise the capital, operate it, repair it, and prepare it for sale.
Clients pay for experienced ownership and execution. Test the assumptions before trusting the plan.
Professional services · PE-owned
The global, multi-entity firm had about $100M revenue, 18 months of unclosed books, a poorly implemented ERP system and unreliable legacy records. Mark provided interim accounting and controllership leadership, working with the new team to restore the monthly close, reconcile the records and complete the annual audit in approximately 10 weeks. He also supported acquisition due diligence.
Education · PE-owned
Mark cleaned up disordered financial records and led the business through a sale at approximately $100M valuation. He served one year as interim CFO with significant operational responsibilities until a full-time CFO was onboarded.
Solar infrastructure
With no executive owner in place, Mark carried significant operational responsibility alongside financial leadership. He installed 13-week cash governance and protected core operations.
International e-commerce
Mark served as CFO and company manager. Working with legal counsel, he represented the company on intellectual property protection and fraudulent marketplace listings.
Early-stage technology
Mark built a financial model for a business-plan competition and angel-fund presentation, pushing the team to test its assumptions. A client recommendation recounted that the company won the competition and drew investor interest.
Angel investment
During 2009–2010, Mark analyzed prospective investments and built pro forma financials for companies an angel investment fund was considering.
Client names are withheld to protect confidentiality.
Growth, Strategy & Technology Transformation
Eric has spent three decades where commercial strategy, partnerships and operations meet. He founded a marketing and business-development agency in 2001, led acquisition and integration work at a technology reseller, served as VP of Marketing & Strategic Planning at an IT services provider, and later led a cloud services firm through the mid-2010s. He is comfortable at the intersection of sales, strategy, technology and partnerships, and judges every engagement by the business outcome. Eric leads engagements where growth, technology and integration decisions have to be made together. Business outcomes first.
Where they lead: Strategy · Growth & Marketing · Technology & Transformation
Business outcomes first, technology second.
Technology distribution
A later employer biography described Eric’s work leading acquisitions and integration of multiple technology resellers.
Enterprise marketing
Eric founded and ran an agency covering lead generation, internet marketing, brand building, events and strategic planning. Its team of more than ten served enterprise clients across technology distribution, network security and professional services.
IT services
In 2012, Eric took responsibility for marketing and strategic planning at an IT services provider, aligning brand development with organizational change.
Consumer membership
As reported to Eric by the client’s CIO, the firm Eric led avoided a $2.5M hardware refresh, cut hosting and support costs roughly in half, and completed migration in about 60 days. The firm also helped resolve application problems beyond the migration scope.
Cloud services
Eric led a firm providing cloud migration, managed services, analytics and strategic advisory, with work expanding toward M&A integration and cost optimization. The firm assembled infrastructure providers around the client’s requirements.
Client names are withheld to protect confidentiality.
Strategy, Execution Risk & Commercial Systems
Ravi designs how complicated things should work. His career runs from engineering and public-sector procurement through sales-process design and technology business development to product commercialization and fundraising support. He tests whether a company’s strategy, operating model and technology can turn invested capital into results before more capital is committed, and he brings particular depth in procurement and negotiation structure. Ravi leads engagements where decision rights, commercial terms and operating systems are misaligned. His work spans public-sector procurement, IT services, financial services, agriculture, supply-chain technology, product manufacturing, fundraising and investor preparation.
Where they lead: Operations · Strategy · Technology & Transformation · Procurement & Commercial Terms · Risk & Governance
Test assumptions early, measure them, and keep or stop ideas based on evidence before more capital is committed.
Public-sector procurement
Ravi rewrote bidder instructions and general tender conditions for state-government bodies in India in 2005–06. The documents were approved and distributed to suppliers.
Public-sector procurement
Ravi worked with senior officials at a state geology and mining organization to move purchasing online. He reported that more than 90% of store purchasing moved to electronic tendering in about a month.
IT services and software
In 2010–11, Ravi designed qualification, proposal management, sales metrics and request-for-proposal processes. He also reported leading a cross-platform business-process-management development effort involving 24 developers.
Product manufacturing
Ravi’s work covered idea evaluation, market validation, technology architecture, prototypes and minimum viable products, manufacturing design, component sourcing, go-to-market and investor preparation.
Technology sales
Ravi reported winning one of a former employer’s largest contracts after pursuing the prospect for about a year. He formalized the approach into lead scoring and follow-up processes.
IT services
Ravi sourced technology projects delivered through partner firms and helped offshore technology businesses enter the U.S. market, including federal bids. Delivery teams were assembled to match each project.
Client names are withheld to protect confidentiality.
Illustrative scenarios, not historical client engagements.
Illustrative · PE portfolio company
Mark leads finance and recovery while Eric leads the systems integration.
Illustrative · Post-acquisition
Eric leads commercial execution while Ravi tests the plan against capital and capacity.
Illustrative · Turnaround
Ravi leads procurement and commercial terms while Mark runs cash governance.
Independent strategic executive partners
Our core executives work alongside select independent consulting practices when an engagement requires specialized leadership or organizational expertise. Partners retain their own businesses and collaborate on a defined, client-specific basis.
Partnership concept · Pending mutual approval
Founder, Amy Burkett Consulting
Leadership & Organizational Transformation
Amy brings more than 30 years of broadcast leadership experience, including serving as CEO and leading the turnaround of a struggling PBS station in Charlotte. Her organization repaid over $1 million in debt while growing its audience, donors and community impact. A Maxwell Leadership-certified trainer, speaker and coach since 2012, she also holds Maxwell DISC certification and works with leaders on coaching, communication, team dynamics and execution through change. Her experience complements C³'s financial, operational and commercial transformation work by helping leadership teams carry change forward.
Independent consulting practice. Proposed strategic partnership for discussion, not a finalized affiliation.
Amy Burkett Consultingemail Mark directly for an urgent need. We respond within one business day.
We can meet within seven days to assess the priorities and the executive ownership required. Every conversation is confidential.