Garrick Square
Operating partner and capital for B2B founders

Growing a great company is an execution game.

We find what's really slowing your growth, do the work to fix it alongside you, and back a small number of companies with our own capital.

Where do you need help?We also invest ›
30×

ARR growth at VendorPanel across ten years, leading sales, marketing, customer success and implementation.

110%

Net revenue retention, alongside 97% logo retention, sustained over the same period.

45

The team we were running by the end, having bought in and joined when the company was six people.

6

Companies backed with our own capital, from pre-seed through to Series C.

Where that comes from. Ten years at VendorPanel as Commercial Director, then Chief Revenue Officer, then Executive Vice President, through Series A, B and B+ and an acquisition, to a strategic exit to Unimarket, an Accel-KKR company. Earlier, global sales, product and implementation roles at Fraedom (acquired by Visa), cloudBuy and PageUp People.

What's holding your growth back today?

Usually it's one of three things. Here's how we help with each.

01
Stakeholder intelligence

The truth about your business

Why it matters

Customers rarely tell you what's not working. It's an awkward conversation, so it's easier to say nothing, and your team often holds back too. You need the real picture to make good decisions.

We're the independent outside voice people are actually honest with. We talk to your customers, your churned accounts and your team, inside the business and out, and our process gets past the polite version. You get back findings you can act on, not a data dump.

How we collect

Anonymity is built into the collection layer, not promised in a policy. Responses are separated from identity at the point of submission, and people can check that for themselves before they answer.

Who does the talking

Structured conversations, one on one, run by a senior operator with no commercial stake in what they hear. Real conversations, not an AI agent on a call.

What you get back

A short written report of what we found, prioritised and tied to decisions you can actually make, followed by a live debrief with the person who ran it.

85% and 74%. In interviews with 40 employees across a range of industries, researchers at NYU found 85% had been in a situation where they felt unable to raise an issue with a superior, even though they believed it mattered. 74% of those people believed colleagues who knew about the same issue were staying quiet too. The reason was not apathy. It was the fear of being labelled negatively and damaging a relationship.

Milliken, Morrison and Hewlin, Journal of Management Studies, 2003
02
Go to market and commercialisation

A sharper commercial engine

Why it matters

Most companies under fifty people have never had a dedicated commercial leader. Pricing and packaging get set once, early, by someone who was also doing four other jobs. Then nobody revisits them.

We bring fresh eyes and operational support. Pricing, packaging, positioning, sales motion, the path from pilot to contracted revenue. And we don't hand you a PowerPoint and leave. We roll up our sleeves and do the work alongside you.

Where we start

A short diagnosis. We look at what you sell, who buys it, what they pay, where deals stall and what your team is actually doing all day. Usually two or three weeks.

What we fix

Whatever the diagnosis says. Rebuilding the pricing model, rewriting the offer, documenting a sales motion that works, hiring the first commercial team, getting pilots converted into contracts.

When we leave

When it runs without us. We've built these functions and handed them over before, and the aim is a machine your team owns, not a dependency on ours.

03
Capital

Investment in companies we love

Why it matters

Some companies need capital to grow, not advice. If that's you, we'd like to understand what you're building and why now.

We invest our own money and our own time, $25,000 to $250,000, in a small number of businesses we absolutely love. We are not a fund and we have no deployment target, which means we only write a cheque when we genuinely want to be on the register.

If you're raising, tell us about it. And if you're not, no pressure. Most of what we do is the first two, and capital only comes up if and when it's right for you.

What we look for

Founders who know their market better than we ever will, a product people are already choosing, and a commercial problem we can genuinely help with rather than just watch.

What we don't need

A board seat, information rights beyond the sensible, or a warm introduction. If you can explain it clearly, we'll take the meeting.

How fast

A conversation, then a decision. If it's a no you'll hear it quickly, and you'll hear why.

Growing, not raising? Start with 01 or 02.

Who we work with

Two kinds of company, two different starting points.

Pre-seed to Series A

Founders building the commercial engine for the first time

You have customers and you have conviction. What you don't have is a pricing model anyone has stress tested, a repeatable sales motion, or someone who has already made these mistakes at a bigger company. Pilots stall before they become contracts and nobody can quite say why.

Usually starts with 02 · Sometimes 01

Series B and beyond · PE and VC backed

Leadership teams who suspect they're not getting the full picture

Renewals that surprise you. Cross sell that stalls on “no budget”. An acquisition where the integration looks fine on paper and nobody has asked the acquired team anything real. Portfolio founders who tell you what they think you want to hear.

Usually starts with 01

How we work.

Every conversation starts the same way, and then the three are quite different. Here's the honest shape of each so you know what you're getting into.

01 · Stakeholder intelligence

A defined question, then an answer

A briefing to agree the one thing you most need to know. Anonymous collection across the stakeholder group, then confidential interviews. A written findings report and a live debrief at the end. Every stage has an output and a fixed end point.

Three to five weeks

02 · Go to market

Pattern recognition, then the work

We've built this function more than once, in more than one market, at more than one size. Most of what stalls a commercial engine we have already hit somewhere else and had to solve with our own name on it. So the early weeks are about working out which version of the problem you have, not discovering it from scratch. Then an agreed piece of work over an agreed period, done with your team rather than handed to them.

A few weeks to a few months

03 · Capital

A conversation, then a decision

No process, no committee, no six weeks of silence. We'll tell you quickly whether we're in, and if we're not we'll tell you what would change our mind. You keep the feedback either way.

Days, not months

Commercials

Advisory work is fixed scope and fixed price, agreed in writing before anything starts. No variable billing and no open ended retainers. You'll know what it costs before we begin.

Confidentiality

Mutual NDAs are signed before any substantive conversation. We don't discuss, reference or publish client work.

One principal, every engagement

The person you meet does the work. No handoff to a team you haven't met, and specialists brought in behind the scenes only where the work needs them.

Where we invest

We back a small number of companies with our own capital.

Cheques of $25,000 to $250,000, from pre-seed onwards. This is our own money rather than a fund, so there's no mandate to deploy and no clock.

Heidi HealthHealthcare AISeries C
HEOSpace intelligenceSeries B
VexevVascular imagingPre-Series A
PowerMoveAI native freight brokerageSeed
Bower LabsThe operating system for sciencePre-seed
BuildStandardConstruction compliance SaaSPre-seed
Who we are

Operators. We've done the job we're advising on.

Matt Clyne, Founding Partner of Garrick Square

Matt Clyne

Founding Partner

Matt bought into VendorPanel and joined when it was six people. He spent the next ten years there as Commercial Director, then Chief Revenue Officer, then Executive Vice President, running sales, marketing, customer success, implementation and account management across a team of 45. ARR grew 30 times over that period, with 97% logo retention and net revenue retention above 110%.

He took the business into the United States from a standing start, built the team there, signed the first cornerstone customers and ran global revenue through to a strategic exit to Unimarket, an Accel-KKR company. Along the way he raised Series A, B and B+, and bought and integrated a competitor.

He has lived and worked in Melbourne, Sydney, London, San Francisco and Los Angeles, and is now based in Amsterdam. He founded Garrick Square in 2026 and leads every engagement.

LinkedIn ›
Results, not logos

Most of our advisory clients stay confidential, which is the nature of hearing what people really think. We'll talk you through relevant work when we speak.

The truth is rarely comfortable

We present findings as we found them. Uncomfortable intelligence delivered honestly is more useful than a polished version of what you already suspected.

Writing

What we've learned.

Foundational pieces on the intelligence failures that cost companies the most.

The Fiction of Satisfaction

Why NPS, CSAT and quarterly surveys produce a structurally false picture of customer health.

Read ›

The Hierarchy of Truth

How information distorts as it travels upward, and why your best people are managing you rather than telling you.

Read ›

The Expansion Blind Spot

Why “no budget” is almost never the reason a cross sell died, and why your white space isn't what your CRM says it is.

Read ›
Start a conversation

Where do you need help?

Every engagement starts with a 30 minute confidential conversation. No obligation and no pitch. Tell us what's stuck and we'll tell you honestly whether we can help.

Book 30 minuteshello@garricksquare.com