Align Growth Global (AGG) is a Platform Intelligence Advisory firm, with partners based in Boston and London. AGG helps venture capital (VC) firms, corporate venture capital (CVC) firms, and their portfolio B2B technology companies diagnose platform risk, reposition strategy, and accelerate growth through the AI re-platforming era.

Every engagement begins with a structured diagnostic, produces an evidence-based exposure profile, and proceeds to embedded execution. Execution engagements typically run three to twelve months or longer, depending on the exposure profile.

Three things distinguish Align Growth Global (AGG). First, platform intelligence from operators embedded directly in engagements: the AGG Experts in Residence (EiR) program deploys former executives and active practitioners with recent roles at major platforms into client engagements for defined periods, bringing ten or more years of platform go-to-market experience. Embedded Expert deployment is typically proposed at or following the completion of a connected Packaged Service.

Second, portfolio-level assessment: AGG works across an entire fund before engaging individual companies.

Third, execution capability: AGG deploys operators who have built these ecosystems at scale, not analysts who studied them.

Go-to-market (GTM) is flagged here deliberately. For AGG's technology-adjacent audience, GTM also refers to Google Tag Manager. Where context is ambiguous, AGG uses the full phrase "go-to-market."

Align Growth Global (AGG) was founded by three former Microsoft and Red Hat executives.

Neela Mistry-Bradshaw leads Go-To-Market and Ecosystem Strategy. She has 25+ years of experience building platform-aligned GTM systems across European scaleups, global partner ecosystems, and hyperscaler programs including Red Hat, AWS and SoftwareOne.

Mike Werner leads Platform Strategy and Intelligence. He founded MSDN and Microsoft's Global Partner Network, then built Red Hat Partner Connect to over $1 billion in influenced revenue. He has 35+ years navigating platform transitions from the inside.

William Cordis leads Business Model and Revenue Architecture. He architected Red Hat's open source business model over 17+ years, including revenue operations, licensing, and commercial structures that are directly relevant as AI reshapes business model fundamentals across every sector.

Align Growth Global (AGG)AGG runs a deliberately limited number of concurrent engagements across two connected segments: investor relationships and B2B technology company engagements. Three founding partners personally lead the work in both. Capacity is a structural constraint of that model, not a marketing position.

On the investor side, AGG's primary relationships are with Venture Capital firms, typically anchored at the General Partner level. On the portfolio company side, engagements begin with Discovery and continue through whichever pathway the exposure profile indicates, with quarterly commitment as the base engagement structure. B2B technology companies that are not in an AGG-Venture Capital relationship portfolio can also engage AGG directly; the engagement structure is the same. In both segments, the partners do the work. Capacity grows only through depth of existing relationships, not through scaled headcount.

Yes. While the Venture Capital firm channel is Align Growth Global's (AGG's) primary route to portfolio companies, B2B technology companies can also engage AGG directly. The services are the same regardless of entry point.

Align Growth Global (AGG) does not do pre-revenue advisory. AGG does not produce strategy decks and leave. AGG does not operate on retainer before a diagnostic has determined what is needed. AGG does not pre-scope execution work before Discovery. AGG does not deploy Embedded Experts as standalone engagements; Embedded Expert deployment requires an active AGG relationship and a connected Packaged Service.

Platform absorption is when a major platform natively delivers functionality previously served by independent vendors. This covers both directed replacement — the platform builds or acquires a product that competes with a complement, and "good enough" bundling, where the platform adds a lighter version of a category feature and undercuts independent vendors on price and integration convenience even when they remain technically superior. Companies facing platform absorption face structural risk regardless of current revenue performance. Annual recurring revenue (ARR) growth is a lagging indicator. Platform roadmap decisions are the leading indicator.

The Align Growth Global (AGG) Platform Intelligence Framework assesses each portfolio company's platform position, platform relationships, and remaining window — and produces an exposure profile: Accelerate, Reposition, Triage, or Monitor. Each profile is specific enough to act on immediately and points to a defined engagement path.

The Framework draws on the AGG founding team's operator experience from prior platform transitions, active relationships inside today's major platforms, and pattern recognition across platform eras.

The Framework also surfaces cross-portfolio patterns that are not visible from individual company analysis — concentrations of structural exposure that a portfolio's financial view does not reveal. 

The Align Growth Global (AGG) Platform Intelligence Framework produces one of four exposure profiles, each describing a company's structural position in the re-platforming transition and the action horizon that follows.

Accelerate means the company's structural position strengthens as the transition matures. Platform relationships and go-to-market motion are pointing the right way. The work is removing friction from what is already working.

Reposition means the company has a viable path, but strategy needs a reset. Absorption is one reason; substitution by general-purpose AI tools and unfavourable shifts in governance, access, or pricing at the platform or ecosystem level can equally force the reset. A specific move in platform positioning, distribution model, or go-to-market motion determines whether the company accelerates from a repositioned base or falls behind. AGG maps the move; the company and its investors own the decision and execution. Once the reposition lands, the company moves onto an Accelerate path and AGG re-engages from there.

Triage means the company is critically exposed. The driver may be absorption, substitution by general-purpose AI tools, or a decisive shift in governance, access, or pricing at the platform or ecosystem level. AGG delivers a clear finding quickly; the turnaround or major-pivot work that would follow sits outside AGG's scope.

Monitor means exposure is indirect and the timeline is longer. Platform and ecosystem developments, and the company's own execution, need more clarity before a decisive call can be made. AGG tracks signals and schedules a reassessment; engaging on a major scope while the picture is still forming carries elevated risk for both parties.

Align Growth Global (AGG) proposes one of four engagement paths. Strategic Advisory is how the finding itself is delivered and applies across all four exposure profiles. The three active-execution paths — Venture Capital (VC) Growth Services, Company-Led Execution, and AGG-Led Execution — apply to Accelerate or Reposition profiles only. Triage and Monitor terminate at Strategic Advisory; Monitor adds a scheduled reassessment.

Strategic Advisory. AGG delivers the diagnostic findings and a set of specific strategic options. The investment firm and portfolio company evaluate and execute independently.

VC Growth Services. AGG works alongside the VC firm's Head of Platform and operating partners, complementing the fund's existing growth infrastructure rather than replacing it.

Company-Led Execution. AGG provides the strategic brief and execution playbook; the company's own commercial teams own the execution — platform introductions, co-sell activation, ecosystem positioning.

Sell-to means the platform organization is a direct buyer of the company's products or services. This is the most transactional relationship and is most exposed to budget and consolidation risk.

Sell-through means the platform's marketplace, co-sell motion, or partner ecosystem is the company's route to market. A marketplace listing and a functioning distribution relationship are not the same thing.

Build-on means the company's product is architecturally built on the platform's infrastructure, models, or capabilities. The depth of the dependency determines whether it creates genuine switching costs or a surface layer the platform can replicate.

Build-into is the most invisible and most strategic relationship: the company's product capabilities fill gaps in the platform's roadmap that the platform has chosen the ecosystem should own. Platform product teams run a continuous internal gap analysis. That assessment is not public.

The mode describes the current shape. Whether the path is Accelerate, Reposition, Triage, or Monitor depends on platform gravity, roadmap direction, and absorption risk within that mode — not the mode itself.

AGG provides portfolio-level platform intelligence through the Portfolio Assessment — a structured diagnostic of every portfolio company's platform position, platform relationships, and remaining window. The assessment produces an exposure profile for each company (Accelerate, Reposition, Triage, or Monitor), with evidence-based rationale and an engagement path that follows from the profile.

The Portfolio Assessment compares each company's current position to the thesis written at deal time, surfacing where AI re-platforming has changed the picture. It also surfaces cross-portfolio patterns that are not visible from individual company analysis — concentrations of structural exposure the portfolio's financial view does not reveal.

Financial metrics are lagging indicators of positioning risk. Once a risk becomes clear they can help size its magnitude over time and track its progression, but they cannot predict it. Three structural forces shape a company's position well before the financials register the exposure.

Absorption. Whether a company's core offering can be enveloped by a platform feature is a risk evaluation, not a prediction. Exposure can be read from the platform's overall strategy, partner-programme direction, acquisition patterns, API investment, and hiring — signals that accumulate over long periods, often well before any specific product is announced, and that continue through and after any announcement. Envelopment is rarely over at announcement; some companies are positioned to withstand envelopment attempts, others are structurally exposed regardless of timing. Revenue, retention, and churn will eventually reflect the outcome, but by then the window to reposition has usually closed.

Substitution by general-purpose AI tools. Horizontal AI capabilities reach parity with a company's differentiated offering without any specific platform targeting that company. There is no single adoption moment, no announcement date, no identifiable threat actor — only diffuse erosion as the capability becomes buildable by anyone. The financials will track the erosion once it is visible, but by that point the market has already decided the positioning question.

Governance, access, and pricing shifts at the platform or ecosystem level. Partner-program restructuring, API deprecation, pricing moves, and orchestration-layer rules that route customers to certain participants and not others. These changes often do not immediately disrupt existing contracts — they change the terms on which new business arrives. The financial impact shows up through a gradual shift in new pipeline composition that takes quarters to become visible. These forces can originate outside the platform orchestrator — at a critical complementor, a foundation model provider, or a middleware vendor — so scanning the platform alone misses them.

Platform and ecosystem intelligence reads a company's structural exposure early enough that the company and its investors can still act on it, before the fund cycle, quarterly financials, or LP (Limited Partner) narrative confirm the position.

Align Growth Global (AGG) works with growth-stage B2B technology companies, typically from Series A through Series C and generally $2M–$30M ARR, that have a product in market and initial revenue. These are the companies at an inflection point where platform alignment and go-to-market execution have the most structural impact. AGG does not do pre-revenue advisory.

Note on terminology: the phrase "B2B" (business-to-business) is used throughout this site to refer to companies that sell to other businesses, as distinct from consumer technology companies.

When a platform starts building into a product category a company serves, the scenario is primarily a threat rather than a symmetric opportunity. Durable defensive positioning exists but is specific and conditional.

The exposure is readable before it materialises. Changes in the platform's governance: partner-program rules, credential requirements, pricing moves, are typically the earliest signals, visible before the platform ships a competing feature. Alongside overall strategy, acquisition patterns, API investment, and hiring, they tell you whether a company is structurally protected or in the absorption path.

Align Growth Global maps that position and identifies which signals matter for the specific platform in question.

Embedded Expert engagements run for an initial period agreed at the start of the engagement. The engagement renews automatically for an equal period unless either side gives at least 60 days' notice that it won't continue. The end of the initial period is the explicit decision point to continue or close based on what that phase revealed. Every deployment includes knowledge transfer so the client team builds capacity to sustain execution independently.

Confidentiality and engagement governance are established in AGG's standard contracts. The Master Services Agreement sets standard commercial confidentiality obligations on both Align Growth Global (AGG) and the client, with general obligations surviving engagement termination for two years and trade-secret obligations continuing as long as the information retains trade-secret status. The Experts in Residence (EiR) Appendix establishes that Embedded Experts operate under AGG governance, not the client's organizational hierarchy, with a defined scope of work, an escalation structure, and a knowledge-transfer requirement. Each deployment operates under a written scope and defined outcomes.

Conflict determinations rest with the client. At engagement acceptance, the client specifies EiR profile requirements, AGG proposes a matching candidate, and the client accepts or declines. An accepted match closes the conflicts question for that engagement.

 Contact the team directly by email. The founding partners cover distinct domains:

• Mike Werner (mike@aligngrowthglobal.com) on platform strategy and intelligence;

• Neela Mistry-Bradshaw (neela@aligngrowthglobal.com) on Go-To-Market and ecosystem strategy;

• William Cordis (will@aligngrowthglobal.com) on business model and revenue architecture.

The team inbox is hello@aligngrowthglobal.com. AGG responds within one business day. The first step is a focused 30-minute introductory call to understand your context, followed by an honest assessment of whether AGG is the right fit. 

If Align Growth Global (AGG) and the prospective client agree on fit, AGG proposes either a Discovery engagement (for individual companies) or a Portfolio Assessment (for investment firms). Both are defined-scope diagnostics; neither pre-scopes execution work before the evidence is gathered.

Align Growth Global's (AGG's) approach to IP follows from what an engagement is for. The work product AGG produces for a client belongs to the client. AGG retains the methodology, frameworks, and pre-existing materials it brings into every engagement — these are what make AGG's practice reusable and what compounds across clients. Where those materials are embedded in a deliverable, the client receives the rights to use them for internal purposes, so the deliverable actually works.

Professional know-how developed through the work travels with the practitioners, as in any advisory relationship. Aggregated, anonymized patterns may inform AGG's broader view of the market; identifiable client information does not leave the engagement. These principles are set in the Master Services Agreement and are not typically renegotiated at the SOW level.