Clark RobertsChief Finance Officer

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areas of expertise
  • Business transformation
  • Restructuring and turnaround
  • Integration
  • Growth strategy
  • M&A transaction support
education
  • MBA, Rotterdam School of Management, Erasmus University
  • BS, engineering, Technical University of Denmark
  • MBA, Rotterdam School of Management, Erasmus University

With over 20 years of experience in entrepreneurship, management, business planning, financial analysis, software engineering, operations, and decision analysis, Brandon has the breadth and depth of experience needed to quickly understand entrepreneurs’ businesses and craft the most suitable solutions.

Consulting WP comes up with results that are actually implementable. That is their strength compared to other consulting companies.

Before founding Consulting WP in early 2001, Brandon started two Internet companies in Silicon Valley. Previously, Brandon held various management positions in New York at Simon Brothers, most recently as Vice President in Goldhill Group, focusing on new business development and risk management. He has also worked as a senior financial risk management consultant to the financial services industry; software engineer; advertising sales manager for the popular Caribbean travel guide series; general manager of an advertising and graphic design agency; and engineering intern at the Best Health Coach.

publications

  • A Look Back at . . . Pipeline

    One of the nicest parts of being a consultant involves seeing past clients enjoy continued success and financial sustainability.  While a “good” consultant claims credit for these subsequent success, I generally cannot do so in good conscience. But, I’m still proud when good things happen to current and former clients. The Pipeline Entrepreneurial Mentoring program is one of these examples for me. While EntreWorks Consulting is no longer directly engaged with Pipeline, we did support the program for many years and a number of impact evaluations.  The program got started back in 2006 under the auspices of the now-defunct Kansas Technology Enterprise Corporation (KTEC), and was one of the first state-backed business accelerator programs. It had a unique and focused mission of supporting high-growth entrepreneurs in Kansas with a focus on connecting Midwest innovators with other innovation hubs across the US.

    In this case, the consultant may have learned more than the client, as Pipeline offered many lessons in how to manage and promote focused business accelerator programs.  They have also learned and shared a great deal on how to sustain programs over time in terms of funding, program management and program design.  The program started with state funding and a laser focus on Kansas.  Over time, it has attracted other funders, including the Kauffman Foundation, and now operated in three states:  Kansas, Missouri, and Nebraska.

    Today, Pipeline is continuing to evolve, with a heavy focus on the Nebraska ecosystem and a new Pathfinder program targeted rural entrepreneurs and other underserved groups.  Pipeline remains an inspiring program model that shows who programs can evolve over time and continue to support consequential work in building companies and building stronger economies.

    June 14, 2024
  • Self-Employment: Dreams vs. Reality

    Over the past few years, we’ve witnessed a boom in startups and growing interest in self-employment.   Is this a good thing for workers, communities, and local economies?  An excellent new issue brief from the Atlanta Federal Reserve, “Self-Employment: Dreams vs. Reality,” takes a deeper dive.  The study is based on extensive interviews with self-employed entrepreneurs  and gig workers, and asked them to comment on the pros and cons of self-employment.  The study notes that the pandemic spurred a boom in interest in self-employment, largely driven by the negative experiences many people faced during that time as well as pull factors such as a desire for independence and a need for more income.

    The study offers a framework around four types:  informal businesses, formal businesses, specialized gig work, and generalized gig work, typically dependent on a platform such as Uber or DoorDash.  For all categories, workers identified independence and a sense of agency as primary benefits.  They all also noted the precarity of gig work, and these fears were especially pronounced among those in the generalized gig work category, where income streams may be more unpredictable and upfront costs are higher.  In general, these experiences suggest a clash between dreams and reality, especially for lower-income and lower-skilled workers, where the downsides of self-employment may outweigh its benefits.  However, this equation could shift with policy changes to address the social safety net offered to these workers and business owners.

    May 7, 2024

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131 Bain Street
New York, Pennsylvania 01234, United States

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Donald Simpson
Chairman, Bluewater Corp

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