The register.
Every embedded engagement since 2010, sponsor-backed and founder-led, from a portfolio assessment to the seat itself. What we did is on the record; who it was for is a partner’s call.
- 84
- engagements
- 27
- active
- 60
- sponsor-backed
Hear it from the founder.
Sold to Gallagher · 2025Steve Dion built Dion Leadership and sold it to Gallagher in 2025. Fairlead ran the process from preparation to close. Here he describes what that was like from the founder’s chair.
84 engagements, 2010 to today.
Interim CFO and controller seats, operating-partner roles, M&A and portfolio assessments, across energy and infrastructure, venture-backed companies and family offices. 27 active today; 60 with a sponsor at the table.
Buy-side due diligence support of the acquisition of Veolia's North American energy division.
Supported Basalt and the internal CEO of the company with the development of a new business plan followed by the marketing and successful sale of the company.
Led the restructuring, merger, and $50 million recapitalization of the company, the fourth-largest district energy system in the U.S.
Portfolio company assessment and the development of a cost-to-complete budget for a PE-backed development of 10K barrel per day renewable diesel production.
As Operating Partner and Chair of a Special Board Committee, assessed the probability-weighted potential of this Geothermal Energy company and managed it through to its sale to a strategic buyer.
Portfolio Company assessment of this VC-backed operator of this 3000 ton-per-day waste energy company followed by the development of a business plan.
Portfolio company assessment of this developer of an ocean-based district cooling system in Hawaii followed by fundraising preparation and advisory services.
Provided technical due diligence support for this developer of biochar carbon sequestration in the Pacific Northwest.
Restructured this German-based biomass and cogeneration platform following changes in Germany's Feed-in-Tariff (FIT) program. Managed the sale to two separate German buyers.
Turned around the company, then the largest district energy company and in default with its lenders, drove significant value growth and operational improvements followed by the sale to Veolia.
Developed a complex sales, working capital, and operational cost tool for this natural gas distributer.
Portfolio company assessment of this distressed district energy system followed by the divestiture of the company to a strategic buyer.