Two operators, six firms, one playbook.

We ran the operating side of all six firms we built. The specialised team we wish we had had.

[ 01 ]

Where this came from

We built the firm we now get called into.

Six prop firms, built from formation and run afterwards. Most of what we check now, we check because it happened to us.

What happened to us

Had a payment processor switch off with no warning. More than once.
Watched a trading platform withdraw from the US overnight, and the revenue go with it that week.
Posted the best revenue month in the firm’s history and still did not know whether it was sustainable.
Hired fast enough that the calendar filled with meetings and there was no capacity left to build or to lead.
Found organised fraud running through the challenges and suspended whole countries while we audited.
Watched the public score fall, some of it deserved, and had to tell which half was which.
Downsized a team that wanted the firm to win, because of decisions we made above them.
Felt the partnership itself strain as the business outgrew the people running it.

We ran six firms without an agreed set of numbers per function. That cost us more than any single operational failure did, and it is why the intelligence line exists.

[ 02 ]

What sets us apart

We ran the category. We did not study it.

Our own money: Six firms built from formation, with our capital and our names on them.
Both of us, every call: The two people on the discovery call are the two people in the operation.
A bounded scope: We design and install the process. Your team runs it. That is what keeps an engagement from becoming a retainer.

[ 03 ]

Depth of experience

Where the years actually went.

Function	Scale it ran at	What we owned
Growth and product	Growth strategy, the challenge design, every partner relationship	Six firms
Community	Built it from nothing and ran it day to day	Across all six firms
People operations	Hiring, structure, and the downsizing when it came	10 to 250 in two years
Payments	Processors, chargebacks, and the failover that did not exist first time	Group-wide
Support	Tiering, escalation, and what a funded trader experiences	A global floor
Payout operations	The desk, the SLA, and the public score on both	Group-wide

[ 04 ]

Operational expertise

The functions we have actually run.

Every function below is one we owned inside a firm we owned.

Growth

Marketing operations and channel mix
Partnerships and the affiliate desk
Retention and unit economics

Product

Challenge design, and what a change to it does downstream
Pricing and pass rates, as one decision rather than two
What gets built next, and what gets refused

Operations

People operations, from hiring to structure
Payments and processor redundancy
Vendor management and contract terms
The support floor and the payout desk

Leadership

Org design and decision rights
The operating rhythm and its cadence
Restructures and post-incident rebuilds
The KPI set per function, and its owner

We are not engineers. We tell you which integrations to build and introduce you to the people who build them. Risk, compliance, finance and legal are not ours either, and we say so on the call.

The record

We've run this before.At the scale you're trying to reach.

$220M+: Cumulative revenue, one firm
10 → 250: People, one firm, two years
6: Firms built from formation
2: Operators, all six firms

[ 05 ]

Who you are working with

Two operators.The same two, on every call.

We ran the operating side of all six firms we built, and the consulting firm behind them. We are the specialised team we wish we had had.

Angelo

Growth, product, platform

CEO of one of the six, and the person who built its community from nothing. Set growth strategy across all six firms, designed most of the challenges, and ran every strategic partner relationship.
Matt

Operations, people, payments

Fifteen years as a co-founder and COO. Scaled one firm from ten people to two hundred and fifty in two years, and ran payments, the global support floor and payout operations across the group. Previously co-founded and exited a company serving Princeton, Cornell and Arizona State.

Start here

Has your firm outgrown the way you run it?

Thirty minutes with both of us. We give you a straight read on which function is costing you most, and say so plainly if it is something your team can fix alone.

Book a discovery call

or email partners@propblueprint.com