Keegan SardFour principals at a time

Fractional chief of staff, with a team of AI agents

The one you call when it all lands on your desk.

One hire that drafts the board deck, runs the diligence, clears the inbox, and handles the press, with a team of AI agents behind every output.

For founders and family offices. From €31,500 a quarter.

Try one

I'm Keegan Sard. You hire one person, me. The agents are AI I build and run, not a team you manage. Not a consultant who leaves a deck, not an assistant who waits to be told. Nothing leaves this room until I sign it.

Status: On call

The mechanism

One chair. A council of agents. Here is what moves when you name something.

You speak to one person. Under that person sits a council of AI agents, each holding a function. You name the situation, and the model decides which functions move. They work in parallel, the chair reads every output before it leaves the room, and the work comes back done. One senior hire covers one seat. This covers the whole table, and there is still only one person to answer to.

Operations

Schedule, documents, follow-through. The day-to-day that keeps the business moving.

Sales

Pipeline plus the team that closes it: built, fixed, run.

Marketing

Strategy, brand, collateral, ready to go to market.

Comms

Investors, board, press, and clients. The line you sign.

Technology

Web, app, tools, workflows. The stack you operate on.

AI

Workflows, automations, agents, built for your hands.

The work, yours

See how I think. Then take it all.

No redactions, no gate. For four situations that land on every principal's desk, here is how I think about it, the agent loop the room actually runs to build it, and the output you can take and use today.

Your board deck

The thinking

A board deck is not a status report. It is a tool, and it exists to get four things from the room: trust, decisions, introductions, and money. Every slide has to earn one of those or it gets cut. The fastest way to lose a board is to bury the one number that matters under ten that do not, or to hide a lowlight they will find anyway. So I lead with the honest sentence, I show the lowlights first to buy the trust that makes the highlights land, and I make the ask specific enough that a yes is easy.

The loop the room runs

1.  PULL     Operations pulls the raw numbers from source and
             reconciles the three that disagree into one figure,
             variance footnoted.
2.  DRAFT    A drafting agent writes each slide on a fixed prompt:
             "One honest sentence. Lead with the number, then the
             so-what. No adjective a number could carry instead."
3.  ATTACK   A red-team agent runs the deck as a skeptical board
             member: "Where is this spinning? What will they ask
             that this does not answer?" Every gap becomes a slide
             or an appendix line.
4.  CUT      A tightening pass: "Remove every word that does not
             change a decision. If a slide earns no trust, decision,
             intro, or dollar, kill it."
5.  SIGN     I read the whole deck as your board will, and I sign
             off only what I would put my own name to.

The output

THE NINE-SLIDE SPINE

1.  Where we are. The state of the business in one honest sentence.
2.  Scoreboard. The four or five metrics that matter, this period
    against plan and against last. No vanity numbers.
3.  Highlights and lowlights. Two columns, side by side. Lowlights
    first. They are what earn the room's trust.
4.  The story. The one thing this quarter was really about, and why.
5.  Money. Cash, burn, and runway in three numbers, detail beneath
    for whoever wants it.
6.  The ask. Exactly what you need from this room: intros, decisions,
    hires, capital. Named, not hinted.
7.  Risks. The three things that keep you up, and the move on each.
8.  Next quarter. Three priorities. Not ten. Three.
9.  Appendix. Everything else, ready for the questions you hope
    they ask.

The operator

Keegan Sard

The one name on every line that leaves the room.

Experience: Fifteen years operating
Principals: Founders and family offices
Sectors: Technology, finance, real estate, consumer
References: On request, on the call

How I operate

Four rules I do not break. This is the whole bet you make on me.

Chase the why, never the sale.

I never chase the renewal or the signature. A customer that size going quiet is never about price, so I find the real reason underneath it.

Build to be replaceable, never indispensable.

Most operators entrench, which is a single point of failure built on purpose. I sell judgment and systems that outlast me, then I leave the place running better.

Protect the time, never hoard the access.

Sitting close to the principal as a personal moat is the lazy version of the job. I guard their attention and push access out to the team, because authority is what you can do, not who you sit next to.

Carry the truth, never the temperature.

Everyone around power calibrates to the mood instead of reality. The day I do that I am expensive decoration, so my value is being the one person not managing how they feel.

The math

What this replaces, and what it costs.

One senior hire, one function

Salaried, one seat. And they cover operations, or sales, or marketing. Pick one.

~€350K / year

The full human stack, every function

Six hires, six salaries, six people to manage.

>€1M / year

This room, every function

About €126K a year, versus €350K for one hire. It scales with what you put on the desk.

from €126K / year

Engagements start at €31,500 per quarter. A floor that scales with the desk, not a flat rate.

Founders start at the floor. Family offices run heavier and pay above it. You only pay for the desk you hand over.

Four principals. That's the ceiling. It isn't a tactic. It's the math of one person standing behind every line.

By the quarter, not the year. Take one, take four, take as many as the work needs. Nothing locks you in.

Name your situation

You're the principal. I'm everything underneath you. Name the situation, and it's handled.

Discretion

How your information is held. The mechanism, not the adjective.

An NDA is signed before any work begins. Always, no exception.

The room runs on your data. It never trains on it.

Four principals is the maximum. A real cap, not a line.

Your matter stays with one person. It is never farmed out to a team you never met.

Questions

What founders and family offices ask

One operator running a team of AI agents that cover every function, so what you hand over comes back done, not just acknowledged.

Principals. The head of a family office, or a founder. Whoever the work lands on when it lands on one desk.

Both, by design. A named operator, Keegan Sard, sits in front of a team of AI agents. You speak to the person. The agents do the volume.

Engagements start at €31,500 per quarter, about €126K a year for every function. The floor, not the flat rate. It scales with what you put on the desk, by the quarter, with no annual lock. Take one quarter or four, as many as the work needs.

Attention doesn't scale and the work is close. Four is the real ceiling, held on purpose.

Yes. Still a chief of staff, still fractional. The one change is I no longer work alone. A team of AI agents comes with me, so a single seat now covers every function at once.

Keegan Ventures. One operator. A team of agents. Every function, handled.