Paladins Consulting Group was built around a simple objection to how consulting is usually sold: the people who win the work should be the people who do it, and the engagement should not end until the result shows up in the numbers.
Our partners have run plants, clinics, branches, fleets and P&Ls. That background changes the advice: we know what a plan costs a supervisor on a Tuesday, and we will not recommend something your organisation cannot absorb.
The firm is built for companies between $5M and $500M in revenue, along with the private equity sponsors, family offices and boards behind them. We are headquartered in Florida, with people in Tampa, Miami and Orlando, and we deliver engagements across the United States.
We are independent. We take no vendor referral fees, we do not resell software, and we will tell you when the honest answer is that you do not need a consulting firm at all.
These are not aspirations on a wall. They are the terms we write into engagement letters.
You will meet every person assigned to your account before you sign. Teams stay small and senior — we would rather send three people who have done it than ten who are learning on your budget.
If the problem is a person, a product line or a promise you made to a customer, you will hear it in week two rather than in the final report. Bad news does not improve with age.
Each engagement opens with a baseline and a value hypothesis, and we report against it monthly. If the value is not there, we say so and change course rather than extend the scope.
Tools, templates, models and training go to your team throughout the engagement, not in a handover week. The best outcome is that you need less of us next year.
We accept no vendor commissions, resell no software and hold no stake in the outcomes we recommend unless you explicitly ask us to share the risk. Your interests are the only ones in the room.
Every engagement is owned by one of our practice leaders. Full biographies and credentials are provided with any proposal, and available on request beforehand.
Owns firm strategy, quality and the largest transformation programs. Sits on every engagement's steering committee.
Leads margin and process work across manufacturing, construction and logistics clients.
Heads FP&A build-outs, working-capital programs and CFO advisory engagements.
Runs commercial diligence and post-merger integration for sponsors and strategic buyers.
100 N Tampa St, Suite 2200
Tampa, Florida 33602
78 SW 7th Street, Suite 500
Miami, Florida 33130
111 N Orange Ave, Suite 800
Orlando, Florida 32801
If you have run something real — a plant, a branch, a practice, a book of business — and you want to do that work across many companies instead of one, we would like to hear from you.
Five to fifteen years of line experience with a functional depth we can point at a client problem.
Senior leaders who want to build a practice with autonomy, equity and a firm that funds it properly.
Early-career hires with unusual rigour. Small intake, heavy mentorship, real client exposure in month one.
Former executives contributing on a fractional basis to engagements in their sector.
No charge, no pitch deck, no obligation. Bring the problem you have been circling for two quarters.