Our story
Built by the people who used to pay the invoices.
“I started Claymore because growth spend had stopped being accountable. Boards were paying for strategy decks and agency activity, and nobody could show what any of it returned. We work inside the business, stay until the numbers move, and put our names to them.”
Claymore started inside private equity.
We worked in private equity. The job was to find growth across a portfolio and prove it. The hard part was never the work. It was the people hired to do it.
Every portfolio company needed the same thing: someone to own the path from spend to revenue and show the board what it returned. Nobody sold that.
The consultancies charged a great deal, delivered a strategy deck, and left before anyone had to live with it. The agencies went straight to media. They were good at buying ads and never counted themselves as owners of the business, so the business never got fixed. Both billed the same way whether revenue moved or not.
We were being fleeced, politely, for mediocre work by people who never had to answer for the outcome. We got tired of it.
So we built the firm we wanted to hire.
Claymore works inside the business, not beside it. Our partners have run global agencies, led growth from the inside and sat on the investor side of the table. We know what each of those rooms expects and where each of them falls short.
We take the number. We stay until it moves. And we report it the way an investor reads it, by revenue and margin, never by activity.
A sponsor’s problem, solved by people who used to have it.
Let’s get to work.
We invest to find your revenue leak. Then we stay to fix it.