Growth creates noise. We bring clarity.
As companies grow, priorities blur. Meetings multiply. Decisions stall. Good people work hard, but momentum feels fragile.
Daylight steps in to surface the real problems, impose structure, and help teams move forward with calm execution while giving founders, business owners, and leaders more time to do what they’re best at.
If execution feels harder than it should and you’re not sure why, you’re in the right place.
ABOUT daylight ventures advisory
Operational clarity for growing businesses
Daylight is a fractional operating partner for business owners, founders and leadership teams who want focus, structure, and progress that actually sticks.
What you’ll get
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Everyone can see the winning aspiration and how their work connects to it.
The big picture is clear for the quarter, the year, and the long term.
Priorities are explicit, not implied. Tradeoffs are visible.Teams know what winning looks like right now, and what matters later.
Decisions reinforce the same direction instead of competing with each other.The business shares a single view of where it’s going and why.
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Work moves from decision to done without constant reinforcement.
Initiatives have clear owners, milestones, and follow-through.
Meetings produce actions, not just alignment.
Progress continues even when the founder isn’t pushing.The team spends less time reacting and more time finishing.
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The business runs on simple, repeatable rhythms instead of heroics.
There’s a steady operating cadence.
Ownership is clear across functions.
The right information shows up at the right time to support decisions.As the company grows, things feel more stable, not more chaotic.
daylight operating principles
how decisions get made, and how the work runs with clients
All ongoing partnerships can begin with an Operating Review to determine fit and level of involvement, or you can jump straight into partnership support if the need is clear.
explore what we have to Offer
Ongoing Operating support
Three levels of involvement, depending on where you need leverage. Billed as a monthly retainer fee to cover ongoing operating ownership.
Operating advisory
Guidance & structure, without full ownership
✔ Operating cadence and decision hygiene
✔ Initiative scoping and prioritization
✔ Leadership-level advisory
✘ Day-to-day coordination
✘ Cross-functional ownership
Best for: founders and leaders who want clarity but still run most execution themselves.
Operating Partnership
Shared ownership of how the business runs
✔ Everything included in Operating advisory
✔ Cross-functional coordination
✔ Initiative follow-through
✔ Reduced founder involvement
best for: teams feeling real execution drag.
Embedded leadership
Deep ownership during scale or inflection
✔ Everything included in operating partnership
✔ Primary owner for operating systems
✔ Heavy involvement during key moments
✔ Significant founder load removal
Best for: fast-growing or high-stakes environments.
ongoing partnerships can begin with an Operating foundations project to level of involvement, or you can jump straight into partnership support if the need is clear.
Operating foundations
While I primarily work on an ongoing operating partnership basis, in a small number of cases I’ll recommend a short, fixed-scope foundation project as the right starting point before any ongoing work.
Meet the team
daylight is a small team by design
You’ll work directly with me, Jacob Patterson.
Daylight is intentionally lean. No handoffs, no junior layers, no translation loss. The same person helping you think through priorities is the one making sure decisions actually stick.
I’ve spent my career operating inside growing companies, tightening execution, clarifying direction, and helping leadership teams move without burning out. This work sits at the intersection of strategy and operations, but it’s grounded in how businesses actually run week to week.
My background spans finance, operations, and leadership teams across both high-growth startups and established companies, with direct responsibility for execution, planning, and P&L-level decisions.
and i understand that additional support may be needed for analysis or execution but the Accountability stays with me.
You don’t need a large firm. You need the right operating partner.
This structure isn’t a limitation. It’s how the work stays focused, honest, and accountable.
how the work runs
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Bring clarity into the open
→ diagnosis + alignment
we surface what’s actually happening across the business, then align leadership around what matters now, what can wait, and what’s creating drag. we make direction concrete and shared.
often includes: an operating review, financial and KPI analysis, priority and initiative mapping, surfacing constraints and tradeoffs, clarifying roles, goals, and decision rights.
what this looks like day to day: reviewing numbers, pressure-testing assumptions, writing things down, and making the implicit explicit so the team can move in the same direction.
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Work transparently
→ execution + decision flow
decisions don’t disappear into black boxes, and progress doesn’t depend on you being the bottleneck. context stays shared, ownership stays clear, and momentum compounds.
often includes: weekly and monthly operating rhythms, leadership meetings, initiative tracking, dashboards, written updates, clear owners and timelines.
what this looks like day to day: running the cadence, tracking the work, following up on decisions, building trust, and keeping execution moving without noise or heroics.
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Adjust in real time
→ iteration without chaos
as conditions change, we adapt without losing the thread. priorities shift, plans get refined, and execution stays grounded in the same clear goals and signals.
often includes: re-scoping initiatives, adjusting operating cadence, refining metrics, scenario planning, leadership hiring, vendor & contract reviews, investment planning, testing theories, strategy & ops advisory, exit strategy, and decision support as new information emerges.
what this looks like day to day: sense-checking what’s working, changing course when needed, and helping the team respond quickly without thrash or whiplash.
Where this work applies
this work fits leaders at different stages of building and running a business. sometimes that’s an idea becoming real. sometimes it’s a growing company finding its footing. sometimes it’s a team inside a much larger organization navigating real complexity.
we work inside and alongside:
new ventures and early-stage startups
founders turning ideas into real businesses, and companies with real customers and momentum, where structure, decision flow, and execution need to catch up to growth without slowing it down.
founder-led small and mid-sized businesses
established businesses where leadership carries too much of the operating load, and systems need to replace heroics.
enterprise teams and business units
groups inside larger organizations where strategy, execution, and financial discipline need to reconnect, often during periods of growth, transition, or change.
the common thread isn’t size, industry, or stage. it’s the need to turn direction into decisions, and decisions into execution that actually holds up.