About Growth Shuttle
The advisory practice of Mario Peshev
Senior advisory for private equity and mid-market operators. Judgment on the decisions that move EBITDA, from an operator who has founded six companies and exited two.
500+ companies advised, 40+ acquisitions, since 2010. Covered in Forbes, BBC, Inc, and Entrepreneur.
Why Growth Shuttle exists
Most advice a mid-market company receives is sold by someone with something to build. The recommendation and the invoice point the same way, which makes the advice worth less exactly when it matters most, on the decisions a sponsor is underwriting.
Growth Shuttle is built the other way around. It is senior advisory for private equity and mid-market operators, kept deliberately separate from implementation, so the only incentive in the room is to be right. The judgment comes from an operator who has founded, bought, scaled, and exited companies, not a consultant working from a template.
The result is advice a sponsor can act on: specific, costed, and accountable to the number, whether that is a technical verdict on a deal, a fractional seat through a hold, or a plan to get a stalled company moving again.
Three ways to work
Advisory and implementation are separate businesses. You choose the path.
Advisor alone
Growth Shuttle. Diligence, fractional operating work, and value creation, with no obligation to buy the build.
Builders alone
DevriX. A 40-person firm that builds technology, data, and revenue systems, with $1.45B in GMV under management.
Both
The advisor and the builders, kept separate, so the advice stays in your interest and the build is accountable to it.
One decision
An hour with an operator who has made the call before, when a single decision is all you need.
What Growth Shuttle advises on
- Technical due diligence. A written verdict on a target: what is built, what breaks after close, and what it costs to fix.
- Fractional operating leadership. A senior operator in the seat through the hold, on a retainer, accountable to the plan.
- Value creation. The 100-day plan and the moves that carry a portfolio company to the next EBITDA step.
- The functional decisions. Technology, revenue, marketing, org, hiring, and strategy, the calls a sponsor needs to get right.
- A costed, honest read. Every engagement grounded in numbers and named facts, never a generic framework or a stock testimonial.
How engagements work
Scope
The thesis, the risk, and the number the work is accountable to, agreed up front.
The engagement
A read, a plan, or a seat, sized to the deal and the hold, with a principal in the room.
A costed path
Findings and interventions with estimates, so the number is grounded rather than aspirational.
Published pricing
Scope and pricing for every engagement are published in full, from a single call to a retainer.
Advisory and implementation, kept separate
Growth Shuttle advises. DevriX builds. They are separate businesses on purpose, because advice that exists to sell an implementation is worthless to the sponsor reading it.
That separation is the safeguard. Here the only incentive is to be right, so the hard calls, that a project should not be built, that a hire is wrong, that the constraint is somewhere the management team does not want to look, get made honestly. You can take the advisor alone, the builders alone, or both.
Institutional judgment, without the institution
The perspective is senior, but the engagement is direct. You work with the principal who writes the verdict, not a team of analysts you never meet.
That is deliberate. A deliberately small number of mandates at a time means each one gets an operator who has carried the outcome, on both sides of the deal.
Who runs it
Mario Peshev is a value creation advisor to private equity firms and an active operator. He has founded six companies, exited two, acquired and integrated more than 40 businesses and digital properties, and advised over 500 companies since 2010. He founded DevriX, a 40-person firm that builds technology, data, and revenue systems, with $1.45B in GMV under management, and angel-invests in early-stage founders. His advisory and training work spans VMware, SAP, CERN, and Saudi Aramco, and his writing reaches 30,000 operators and investors each week, with coverage in Forbes, BBC, Inc, and Entrepreneur. The through-line is two decades of building, buying, and fixing companies, and carrying the outcome each time.
Common questions
What is Growth Shuttle?
The advisory practice of Mario Peshev. Senior advisory for PE-backed and mid-market companies, kept separate from implementation.
How is it different from DevriX?
Growth Shuttle advises. DevriX builds. Separate businesses, so the advice carries no obligation to buy the build.
What does it cost?
Every engagement is scoped and priced in full, from a single executive session to an ongoing fractional operating seat. Pricing is published, not negotiated case by case.
Who do you work with?
Private equity sponsors and mid-market operators, across the deal and the hold, from a founder-led platform to a larger asset.
Who actually does the work?
The principal. A deliberately small number of mandates means you work with the operator who writes the verdict, not a hand-off.
How do I start?
A single executive session is the usual front door. It stands on its own, and it credits toward a deeper engagement if you proceed.
See the engagements
From a single executive session to a fractional operating seat, scoped and priced in full.
Growth Shuttle is the advisory practice of Mario Peshev, founder of DevriX. Advisory and implementation are separate businesses.