Post-close integration
A deal has signed and someone has to run the acquired product, keep the team, and fold it in – without stalling the roadmap.
Operating & fractional leadership
An operating partner for the inflection points.
The technical work clusters at the moments a permanent hire can't be justified – an acquisition to integrate, a team that's outgrown its leadership, a decision that can't be un-made. I'm an operator you bring in for exactly those, and step back from when they're done.
The operator behind it
Judgment earned as an operator, not observed as a consultant.
I don't advise from the outside. I built a vertical SaaS company to $10M ARR, took it through a strategic investment from Vista, then spent five years on the buyer's side – integrating three acquisitions across two companies and running the businesses afterward, through a recapitalization at a reported ~$500M valuation.
When to bring me in
The work clusters at the moments a permanent hire can't be justified.
A leadership gap
The founder is still the technical bottleneck, or a CTO seat is open, and the company needs CTO-level judgment now – not a nine-month search.
PMF-to-scale
The architecture and the team that reached product-market fit are starting to buckle under the growth the plan assumes.
A high-stakes call
Build vs. buy, a re-platform, a payments or AI decision the board is about to fund and no one has independently pressure-tested.
How engagements work
Independent judgment, direct accountability.
Independent by design
No vendor relationships, no implementation revenue, no referral fees. Recommendations are made solely in your interest – including "don't do this," and "you don't need me for that."
One operator, not a bench
You work with the person who did the work, using automation to remove the parts that don't require judgment – never junior staff learning on your engagement, and never a tool standing in for the judgment you're hiring.
Who's behind it
Built it, scaled it – then integrated three acquisitions.
The feedback loop advisors can't have: diligence, the decisions after close, and the responsibility for their outcome.
2012 – Founding
Co-founded Gather
Co-founded Gather, an event-management platform for restaurants and venues. Led product and engineering; scaled it to $10M ARR and roughly 110 people.
2017 – Capital
Strategic investment from Vista Equity Partners
Gather took a strategic investment from Vista Equity Partners, followed by Enlightened Hospitality Investments – capital and partnership to accelerate the platform.
2020 – Platform leadership
Joined Tripleseat as VP Engineering, then GM
Gather merged with Tripleseat. As VP Engineering and then General Manager, helped grow ARR from $20M to $60M+, took the platform to SOC 2 and PCI compliance at 99.99% uptime, and built payments into a profit center.
2023–25 – Integration
Ran three acquired business lines
Served as GM across EventUp, Attendease, and Merri – owning post-acquisition integration and P&L for each line. This work ran through General Atlantic's majority stake at a reported ~$500M valuation.
Tell me the moment you're in.
Whether it's an integration that needs an owner, a seat to fill, or a decision to pressure-test – a short call is the fastest way to scope it. No drawn-out sales process.
Book a call →Prefer email? tom@ampeer.com