Who we serve
We work with founder-led mid-market CEOs on building regenerative operating systems where financial, human, social, and natural capitals strengthen together rather than trading off.
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That sentence is the short answer. The longer answer is here.
The CEOs we work with run companies between roughly $5 million and $200 million in revenue. They have built something real. Many have implemented EOS, Scaling Up, or a variation. Some have built their operating model on instinct and now feel the limits of running the company through their own judgment. What they share is the recognition that the system itself is producing the symptoms they are feeling.
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You do not need the word regenerative. The question is whether you recognize the pattern. If your best people are exhausted, if the same issues keep returning in slightly different shapes, if the financial wins are arriving with quieter costs you can feel but not yet name, the pattern is there.
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The CEOs who do well with E-BOS think in systems, treat stakeholders as partners rather than resources, value building capacity over quick wins, and are willing to evolve their own leadership as the organization evolves. The last one is the hardest. It is also the one that matters most.
We work alongside the CEO and the executives who run the company day to day. The COO. The second-in-command. The head of operations. The people who hold the calendar and who feel each meeting end with more or less energy than it began.
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These are the leaders who do the most invisible work. They notice when the framework starts to fail before anyone says so out loud. They are also the ones who, in an E-BOS implementation, become the operating spine of the system. Their role is not subordinate to the CEO's. It is structural. Without them the system does not run.
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If you are an executive reading this and the CEO has not yet seen Symphony Advantage's work, forwarding this page is a reasonable first move. Conversations often begin with the executive who recognized the pattern first.
From a traditional operating system. Many of our conversations begin with leaders who have run EOS or Scaling Up for several years, gotten real value, and reached the edge of what those frameworks can do for the company they have become. The transition is rarely framed as failure. It is the question of what comes next.
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From running on instinct. Some founders have built strong companies without an operating system. The instinct that built the company is the same instinct telling them the company has outgrown what one person can hold. E-BOS is often the first operating system these leaders implement.
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From a moment of strategic inflection. Companies preparing for a capital event, a leadership transition, or a generational handoff often discover that the value they have built is not yet held by the system. The work of moving that value out of the founder and into the operating system is the work we do.
We call it Organizational Overshoot. It is the structural condition where revenue grows but the company gets harder to run, where the playbooks were never designed for the complexity the organization is navigating, and where doing more of what worked makes things worse.
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Overshoot is not a personal failing. It is the predictable consequence of running a company built for the next stage on operating logic designed for the last one.
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The work we do is not a rescue. It is an evolution. The system you have built carried you here. The system we build with you is the one that carries the company forward.
Testimonials
Peter Ovcynnikov
Two years ago, the work I did as COO felt like holding the company together — heavy work, most of the weight invisible. Now the same work feels like helping the company evolve. The problems are still there, and the pace has not slowed, but the texture is different: instead of being the answer, more and more I spend my time designing for the team to find its own. E-BOS, and Kent with it, is flexible enough to absorb rituals we already trust — like Developmental Sprint — instead of replacing them. The system evolves with the company, not against it. After two years inside E-BOS, I do not want to operate any other way.
Co-CEO and COO, Speed & Function
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Testimonials
Jamie Zug
As a neurodivergent founder, I struggled to lead the way other people told me a CEO is supposed to. Traditional operating systems were not designed the way I think, nor for the kind of company I am building. Symphony's E-BOS is. The system holds what I cannot hold by force of attention. It also gives my executive team a structure that does not depend on me being the center of every decision. That is the company I want to build.
Founder and CEO, Dispatch Tailor
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Testimonials
Nick Gluzdov
We tried other operating systems before E-BOS. Two implementations, both abandoned. The frameworks ran on the assumption that the CEO holds the company together through cadence, discipline, and force of attention. As a neurodivergent CEO, that is not how I lead. Every quarter, the system asked me to perform a leadership style I do not have, and every quarter, the team felt the gap. E-BOS does not ask that of me. The system holds what I cannot hold by attention. The company is built around the way we actually think and work together, and we have not looked back.
Co-Founder and CEO, Speed and Function
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Testimonials
Kent Gregoire
Kent has a way of asking the question I have been avoiding. He sits beside me on the things I cannot fully see, and he tells me what he sees without dressing it up. The regular meetings I spend with him during the month is one of the most useful hours I have.
Ralph, Founder and CEO, Enventive
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Testimonials
Nicole Haymovitz
I run the operating cadence at Dispatch Tailor. The role is not about enforcing discipline. It is about maintaining the rhythm that lets the team learn faster than the problems we solve. E-BOS gave me a way to do that without becoming the bottleneck the system is trying to remove.
Nicole, Chief of Staff and Orchestrator, Dispatch Tailor
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Testimonials
Greice Murphy
I founded ACP with the vision to provide quality care to underserved medically fragile patients. My company is now one of the fastest growing private companies in Georgia. I couldn’t have accomplished this degree of success without the help of Symphony Advantage. Through this partnership, I’ve learned how to scale my company without compromising my values and purpose. I’ve been able to attract the right talent and create a culture of care where my employees can thrive and fulfill their full potential.”
Founder and CEO, Advanced Care Partners
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Lisa van Kesteren
At Seelevel, we help companies see at the level of their customers so that they can provide a high level of customer service and customer experience. Our entire business model revolves around establishing an environment of care and trust for others. We wanted to reflect this passion of ours across our entire organization, both internally and externally. In particular, we turned to Symphony Advantage to help us incorporate conscious capitalism competencies within our team as well as our vendors and suppliers. Their work was instrumental in bringing new talent and resources as well as developing existing ones which were aligned with our purpose, vision and mission.”
CEO, SeeLevel
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Brendon Johnson
President and CEO, TekDoc
Our company, which once began as one person helping family and friends, has flourished into a mid-size company that helps people solve a wide array of tech problems. However, we didn’t forget where we came from and, as we grew, we wanted to make sure that our business still reflected our values anchored around service and personal interaction. We turned to Symphony Advantage to help us establish a culture of care where our employees can thrive, as well as evolutionary operating systems that support of win-win-win approach for all our stakeholders. Symphony Advantage’ dual expertise regarding conscious capitalism and talent development, helped our team exceed all goals and expectations. This partnership led to a higher level of talent retention and customer satisfaction, which directly impacted our bottomline.”
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Nicole Snow
Founder and CEO, Darn Good Yarn
Working with Symphony Advantage has been an evolutionary experience for me as a leader. Progressing through logical yet empathetic consulting, the team has helped me lead my company through rough seas. I find that the guidance I've invested in with Symphony Advantage has helped me stay true to my goal of being a triple bottom line focus business while growing the company holistically and sustainably."