ABOUT
Nick Eusepi, CPA
Founder, Maroli Consulting
I help owners and executive teams of founder-led, family-owned, and private equity backed companies understand their businesses well enough to make better decisions. Maroli is the culmination of more than 15 years of experience in building and refining how companies operate.
I began my career in public accounting as a financial statement auditor before moving into executive leadership as CFO of Commonwealth LNG. I helped take the company from an early-stage idea to a multi-billion-dollar LNG export project, through multiple rounds of capital raising and its ultimate sale to private equity.
I also co-founded a real estate private equity firm, and I have served on two different nonprofit boards. That experience gives me a view of the business from the operator's chair, the investor's seat, and the boardroom.
I am drawn to companies at pivotal moments, where complexity rises and leadership needs clear, objective insight to decide what comes next. I intentionally limit the number of companies I advise each year, so I can stay personally involved when executive judgment matters most.
Problems We Help Owners Solve
WHEN THE BUSINESS IS HARD TO RUN
WHEN THE STAKES GET HIGHER
WHEN THE BUSINESS IS HARD TO RUN
Cash flow is tight or unpredictable.
We trace where the cash is going and clean up how it is tracked.
Financial reports are late or hard to trust.
We rebuild reporting so leadership sees accurate numbers on time.
Margins are slipping and no one knows why.
We find where profit is being lost and what to fix first.
Management meetings run long and produce little.
We restructure meetings and reports around decisions and accountability.
The owner is involved in every decision.
We define who decides what, so the business runs without constant owner input.
WHEN THE STAKES GET HIGHER
No one is sure who has authority to approve what.
We document delegations of authority and approval limits.
Executive pay and incentives are unstructured.
We design compensation structures tied to what matters to the business.
Succession, a sale, or an acquisition is on the horizon.
We assess readiness and close the gaps a buyer or successor will find.
Outside capital is entering the picture.
We prepare the governance and reporting investors expect.
The company needs a board or advisory board.
We help establish one that provides real oversight.
Cash flow is tight or unpredictable.
We trace where the cash is going and clean up how it is tracked.
No one is sure who has authority to approve what.
We document delegations of authority and approval limits.
Financial reports are late or hard to trust.
We rebuild reporting so leadership sees accurate numbers on time.
Executive pay and incentives are unstructured.
We design compensation structures tied to what matters to the business.
Margins are slipping and no one knows why.
We find where profit is being lost and what to fix first.
Succession, a sale, or an acquisition is on the horizon.
We assess readiness and close the gaps a buyer or successor will find.
Management meetings run long and produce little.
We restructure meetings and reports around decisions and accountability.
Outside capital is entering the picture.
We prepare the governance and reporting investors expect.
The owner is involved in every decision.
We define who decides what, so the business runs without constant owner input.
The company needs a board or advisory board.
We help establish one that provides real oversight.
How I Work
I start with the evidence, keep the advice simple, and look at the business as a whole, because everything in a business is connected. My engagements begin with an independent assessment of leadership, governance, finance, operations, and technology. Where it makes sense, I stay involved to help leadership carry out the plan.