The Brevaton Team
Operators who’ve built businesses.
Not consultants who haven’t.
The advisors in your first meeting are the advisors who own every deliverable and answer for every outcome. No delegation after the contract is signed.
Leadership
The senior team
behind every Brevaton engagement.
Decades of combined experience building, scaling and exiting businesses across manufacturing, professional services, healthcare, technology and financial services — at every stage from early growth through complex exits.
CEO & Founder
Harold Singer
Chief Executive Officer & Founder — Business Strategy · Executive Advisory · Exit Planning
Harold founded Brevaton after two decades building, scaling and exiting businesses across multiple industries. His career has not been advisory — it has been operational. He has made payroll, navigated crises, rebuilt cost structures, led turnarounds and delivered exits. The judgment he brings to client engagements is the judgment of someone who has been in the chair the client is sitting in.
He leads Brevaton’s strategic advisory practice — working directly with CEOs and leadership teams on the decisions that determine the trajectory of a business over the next three to five years. His particular focus is on businesses approaching a strategic inflection: a period of rapid growth that requires structural change, a transition that demands deliberate preparation, or a decision too consequential to make without a seasoned operator in the room.
Harold oversees every Brevaton client engagement — ensuring the standard of thinking and execution applied to each is the standard he would demand if it were his own business on the line.
BUSINESS DEVELOPMENT
Alan Cohen
Data-Driven Analytics · Financial Benchmarking · Business Performance
Alan Geoffrey Cohen is a senior business executive with extensive leadership experience across public companies, manufacturing, online services, software and publishing. His background spans media, product development and information technology — giving him a practical and wide ranging understanding of recurring revenue models and performance optimisation. Grounded in early experience as a tax attorney, Alan also brings strategic insight into financial structure and long term value creation. At Brevaton, he turns ideas into scalable, revenue generating operations and delivers clear, actionable plans that move businesses forward.
Operational Performance
Charles Rosenbaum
Charles leads quality and standards across every Brevaton client engagement. His role is the structural guarantee that measurable outcomes agreed at the outset are tracked, held accountable and achieved — and that the results are visible in Echelon ENABLE™ rather than described in a status update. He owns the standard against which Brevaton’s work is measured, and holds the firm accountable to it with the same rigour applied to client engagements.
His background spans financial performance management, operational improvement and the detailed analytical work that surfaces what is actually happening in a business rather than what leadership believes to be happening. He brings the rigorous thinking that translates strategy into the specific, accountable actions that produce measurable change — and the operational experience to know the difference between a plan that will work and one that will not.
As Managing Partner, Charles also shapes the strategic direction of Brevaton as a firm.
CLIENT INNOVATION
Noah Abramowitz
Noah oversees operations and client delivery across every Brevaton engagement. His background spans brand strategy, digital solutions and business development — a combination that gives him an unusually broad operational perspective and makes him the structural guarantee that what Brevaton promises in every engagement is what the client receives.
His role is the operational backbone of the firm — ensuring consistency of quality across disciplines, managing the advisor-client relationships that determine whether an engagement achieves its objectives, and leading Brevaton’s own business development practice. He understands the specific challenges each client faces before any engagement begins and ensures the right advisory capability is applied to each situation.
LEADERSHIP & ORGANIZATION
Dr. Valerie Reynolds
Business Development · Organizational Strategy · Leadership Effectiveness
Dr. Reynolds brings a rare combination of academic rigor, military leadership and eight years of management consulting to Brevaton’s business development practice. Her career has spanned some of the most demanding organizational environments — from senior protocol and advisory roles within NATO Allied Command to complex consulting mandates across the private sector. She understands what it means to lead inside institutions where the stakes are high, the structures are intricate, and the margin for error is small.
At Brevaton, her focus is on the organizational conditions that allow a business to grow sustainably — the leadership effectiveness, structural clarity and strategic alignment that determine whether a company performs at the level its capability should allow. She works directly with CEOs and leadership teams on the human and organizational dimensions of growth: the decisions about people, structure and culture that are often the real constraint on performance, and that most advisory firms treat as secondary to the numbers. Dr. Reynolds treats them as primary — because experience tells her they usually are.
We’ve Walked the Path
Nothing you are facing is new to us.
Every business owner reaches moments where the path forward becomes less clear — growth slows, bottlenecks pile up, or the next stage feels uncertain.
Brevaton was built by executives and CEOs who understand that feeling firsthand. We have built companies, fought through the tough seasons, stabilised teams, scaled operations and exited successfully. We know the terrain. And we are here to guide you through it.
Senior advisory team
The advisory team provides the specialist capability that broadens what Brevaton can deliver — across capital markets, technology, accounting, search visibility, digital marketing, government contracting and CRM.
PK Ramani
We’ve Walked the Path
Mid-market companies between $5M and $300M in revenue — privately held, owner-led, navigating growth, complexity or transition.
You have done the hard work to get this far. The question now is what comes next — and whether you have the right people alongside you to make it happen.
The right advisor
changes everything.
The Growth Diagnostic is senior-led and focused entirely on your situation — identifying which disciplines apply and what an engagement would look like.
No retainer until you’ve seen the thinking.
150+
40+
5
17
$5M-$300M