Hays Point | Growth and scaling advisory for founder-led companies

The problem

Most founder-led companies stall in the same place, and it is almost never a strategy problem.

Personal relationships, fast decisions, a founder who touches everything: the instincts that build a business eventually become the ceiling. The demand is there. The company cannot convert it fast enough, or profitably enough, to grow into it.

What is missing is commercial infrastructure. A sales motion that works without the founder in the room. Pricing set by analysis rather than habit. Contracts that allocate risk deliberately. Operations that do not depend on individual heroics.

Building that is unglamorous work, and it is difficult to do from inside the business, because the people who would build it are the same people running it.

I have been on both sides of that wall, first as the operator who built through it and exited, then as the advisor brought in to help other companies do the same. That combination is the whole proposition. Strategy that has been tested against payroll tends to be better strategy.

Where I work

Four areas, and the connective tissue between them.

Most engagements touch more than one. Growth problems rarely stay in their lane.

Business development

Building a repeatable commercial motion: pipeline, positioning, partner strategy, and channel structure that produce revenue predictably rather than opportunistically.

Pricing & unit economics

Pricing architecture built from the cost structure up and carried down to contribution per unit, so that growth improves the business instead of straining it.

Contracts & deal structure

Clause-level analysis and negotiation of master agreements, statements of work, and partnership terms, with outside counsel engaged on defined triggers rather than reflexively.

Scaling systems & operations

The infrastructure that lets revenue grow without proportional chaos: process, org design, vendor and supply relationships, and the reporting to see around corners.

The four areas are rarely the unit of work. A pricing decision lands in the contract; a contract commitment lands on operations; operations capacity comes back as a limit on pipeline. Most engagements start in one box and end up in three.

How engagements work

Every relationship starts small, on purpose.

You should be able to test whether this is valuable before committing to it.

First · 3–4 weeks

Diagnostic

A fixed-fee assessment of what is actually constraining growth, ending in a prioritized roadmap with sequencing and expected impact. You own the roadmap whether or not we work together afterward.

Then · 6–12 months

Advisory retainer

Ongoing work against the roadmap. Standing access, regular working sessions with you and your leadership, and direct involvement in the initiatives that carry the most weight.

Or · embedded

Fractional CEO & COO

Operating capacity rather than advice, for companies in transition or carrying more growth than the current team can absorb. Defined scope, defined authority, defined exit.

See how engagements are structured

Fit

Who this is for.

A short list, honestly drawn. The engagements that work have a lot in common.

A good fit

Founder-led or family-owned, past product-market fit
Aiming to multiply the business, not optimize it at the margin
A founder ready to hear what is not working
Real constraints in capacity, process, or commercial reach
Willing to change how decisions get made

Probably not

Pre-revenue, still searching for the model
Turnarounds that need capital more than counsel
Looking for a deck rather than a change
Seeking validation for a decision already made

Asim Khan · Founder

Background

I spent twenty-five years building the thing before I started advising on it.

I founded Wedding Favorites, Inc. and grew it into a portfolio of brands: Event Blossom, WeddingFavorites.com, and Modparty, spanning B2B, direct-to-consumer, marketplace, and import/export. We scaled to eight figures in revenue, and I exited in 2025.

Before that I worked at Microsoft and in Big Four consulting, and studied at UCLA. I invest through Hays Holdings across equities, real estate development, and alternative assets, and I advise operating companies on growth and scale.

Consulting taught me how to structure a problem. Twenty-five years of operating taught me what actually happens when you try to fix it.

More background

Modparty product range including keychains, pouches, jewelry and gift packaging

UPS Business of the Game banner hanging in the Event Blossom warehouse

Twenty-five years

The business behind the advice.

Three brands across B2B, direct-to-consumer, marketplace, and import/export, on one operating platform. Event Blossom manufactured and white-labeled for Nordstrom, David's Bridal, Bloomingdale's, and 1-800-Flowers, and was named UPS Business of the Game at the UCLA–USC rivalry game in 2016.

Read the case study

Selected work

Built, scaled, exited, and now applied to other people's companies.

Advisory · Current

Omni Integration

Engaged as a fractional advisor to a B2B payments engineering firm; the role formalized into VP of Business Operations with full commercial authority. Built the commercial motion for PayFlex from zero, negotiated a strategic OEM partnership with a global terminal manufacturer, and built the pricing architecture behind two product lines.

New product line builtFour verticals opened

Advisory · Prior engagement

Hearthy Foods

Took a traditional brick-and-mortar food supplier online, from diagnostic through operations design: shipping stations, inventory systems, and the software stack underneath. Now an eight-figure e-commerce and marketplace business.

Eight figures in revenueDirect-to-consumer and wholesale

Founder · Exited 2025

Wedding Favorites, Inc.

Built a multi-brand commerce business across B2B, direct-to-consumer, marketplace, and import/export, scaling Event Blossom, WeddingFavorites.com, and Modparty on shared operating infrastructure. Event Blossom manufactured and white-labeled for Nordstrom, David's Bridal, Bloomingdale's, and 1-800-Flowers.

Eight figures in revenueSuccessful exit

Principal

Hays Holdings

A private investment and real estate holding company spanning equities, alternative investments, and real estate development, with a focus on long-term wealth, retirement, and tax strategy.

Multi-asset portfolioHeld long-term

Read the case studies

Next step

Start a conversation.

Tell me where the business is and where you are trying to take it. First conversations are exploratory and there is no charge for them.

Get in touch

Most engagements begin with a short call, then a fixed-fee diagnostic. You will know what you are buying before you commit to it.

Growth and scaling advisory for founder-led companies.