Independent advisory practice

Nothing to sell you after the finding.

Most advice in this market arrives attached to something. A license to resell, an implementation team waiting on the follow-on statement of work, a referral fee on the far side of the recommendation. This practice has none of those. You are buying judgment, and the engagement ends when the judgment is delivered.

Practice areas

Three

Controls & assurance

IT audit & governance

Control environments assessed against the framework you are actually held to, not a generic maturity model. Findings written so that the remediation owner knows what to do on Monday morning.

In scope

Control design and operating effectiveness review
Pre-audit readiness and gap assessment
Third-party and vendor risk review
Access, change, and segregation-of-duties testing
Remediation plans with named owners and dates

Out of scope

Signed attestation or certification opinions
Building or operating the controls being reviewed
Tool selection where a referral fee exists
Standing in as your security function

Pipeline & revenue systems

Revenue operations

Most stalled pipelines are diagnosed as a data problem and treated with tooling. Usually the demand simply isn't being created, and no amount of segmentation will reorganize demand that does not exist. The first deliverable is which one you actually have.

In scope

Top-of-funnel diagnosis and source attribution
Partner and ecosystem channel development
Pipeline hygiene, stage definitions, forecast discipline
CRM instrumentation review

Out of scope

Carrying a quota or closing on your behalf
Campaign production and creative execution
Platform administration and ticket queues
Anything already covered by your agency

Board & early stage

Product advisory

Structured advisory time for founders and boards who need a second opinion from outside the cap table — on go-to-market, on technical risk, on whether the thing being built matches the thing being sold.

In scope

Standing advisory engagements, defined hours per month
Go-to-market and pricing review
Technical and operational diligence
Written advisor agreements with vesting terms

Out of scope

Board director seats without D&O coverage in place
Interim executive or operating roles
Fundraising placement or introductions for fee

How engagements run

Terms

Scoped in writing, changed in writing

Every engagement starts with a written scope. Work outside it is quoted and approved before it begins — never absorbed quietly and never invoiced as a surprise.

Fixed term, honest exit

Engagements run to a defined term with a termination right on both sides. An advisor who cannot be dismissed easily is an advisor with an incentive to stay too long.

Findings you can hand to someone

The deliverable is a document your team can act on without me in the room. If it needs interpretation, it isn't finished.

Who you're hiring

Principal

Parrott Advisory is Steve Parrott. Engagements are delivered by the person you hired — there is no bench, no handoff to a junior team, and no name on the proposal who disappears after the kickoff call.

[PLACEHOLDER — two or three sentences of actual background. Where you've worked, what kind of environments you've audited, the scale of the revenue organizations you've worked inside. Specifics beat adjectives: name the industries and the system landscapes, not "extensive experience."]

The practice is deliberately small and intends to stay that way. Capacity is limited to a handful of concurrent engagements, which is the constraint that makes the independence above credible rather than decorative.

Engagements begin with a short call to establish whether there's a fit. If there isn't, you'll be told so on that call.

steve@parrottadvisory.com