Management consulting
Counsel that stands up in the boardroom.
Van Reis Management advises operating companies backed by funds and institutional investors, the boards that govern them, family offices, and groups building their own ETA and operator programs. Strategy, governance, and operating discipline, delivered by a principal with fiduciary responsibility of his own.
Request a discovery call- Boards
- Multiple jurisdictions
- Track record
- Eight years, predecessor entities
- Footprint
- United States + Singapore
Services
A register of the work.
- 01
Strategy and operations
Growth strategy and operating cadence for SMEs and investor-backed operators. Most of the value sits in the decisions that do not belong to any single function, where the internal owner is unclear and the cost of deferring is invisible. The practice is eight years old, carried through predecessor entities before this one.
- 02
Corporate governance advisory
Governance frameworks and oversight design for companies that answer to investors, lenders and regulators at once. Board effectiveness work is included, and it tends to surface problems that turn out to be structural. The principal holds board seats himself, which shows in what these frameworks assume about how directors actually behave.
- 03
Board services
Non-executive director and chair mandates taken directly, with active seats across several jurisdictions and one full exit cycle. Separately, board formation and director support for companies working through a change of ownership.
- 04
ETA and EIR programs
Entrepreneurship-through-acquisition and entrepreneur-in-residence programs, designed and run end to end. Workshops for the operators, and for the boards that receive them, which are usually the group with less preparation.
Flagship practice · AI implementation
AI systems that survive board review.
Van Reis builds and deploys agentic AI for operating companies whose buyers put governance in the procurement criteria. Readiness assessment comes first, then workflow automation, then the multi-entity architecture underneath. Oversight is designed into the first workflow, because adding it later means rebuilding the ones already in production.
An operator's tooling
We run these systems in our own operations before recommending them. When one produces a bad answer it produces it for us first, with the principal's own fiduciary duty on the line.
Governance-native
Every deployment ships with the oversight artifacts a board actually asks for: who authorized it, who answers when it errs, what it did, and the point at which a human is pulled back in.
Right-sized
Most of this work lands at companies with no CIO and a board that has recently started asking what the AI is actually doing. That is the size where governance has to be designed in from the start, because no procurement process is going to do it for you.
Practice · ETA and EIR programs
Selection is where these programs fail.
Van Reis designs and runs entrepreneurship-through-acquisition and entrepreneur-in-residence programs for companies and family-owned groups building their own. A rubric that predicts operator performance takes longer to build than the rest of the program combined, and no amount of cohort structure compensates for getting it wrong. The board is the second failure point: seated late, it inherits decisions it should have made.
The board on the other side
Board formation for a company under new ownership. Composition and terms of reference first, then the first-year calendar and director onboarding. Support continues for the directors your shareholders appoint.
A written program charter
Mandate, selection rubric, cohort cadence and resourcing, written down. The section most charters leave out is the exit conditions, which are also the only way to tell afterwards whether the program worked. You own the document.
Run, or run alongside you
We operate the program end to end, or work beside your team until it holds on its own. That covers intake, review cycles and operator reporting, plus the stakeholder updates that otherwise get written the night before.
Workshops
Working sessions for operators, and for the people who oversee them. First hundred days, board readiness, and reporting a director can actually act on. Governance sized to the company in front of us.
How we work
Advice with skin in the game.
Operator proximity
The principal runs businesses and sits on boards, with the fiduciary duty that comes with both. Advice gets written the way it will be read, by people who answer for the outcome.
Governance depth
Frameworks that hold up in front of directors, auditors and investors. They come out of active board practice, which is why they assume less about how much time a director actually has.
International footprint
Mandates and training across the US, Europe, Latin America and Asia, in whichever language the room is working in. Governance expectations travel less well than people assume, which is usually the first thing to establish and rarely the thing anyone budgets time for.
Principal
José MORENO
Founder and Managing Director
José advises operating companies, boards, and family offices on strategy, governance, and operating discipline. His advisory practice spans eight years through predecessor entities, alongside nearly a decade of investment platform leadership.
He is a co-founder of AIJ Global, a family-owned investment platform focused on search funds and entrepreneurship through acquisition (ETA). He has worked in search fund and ETA markets since 2017, across the US, Europe, Latin America, and Asia, on both sides of the table: selecting and backing operators, and sitting on the boards that receive them. He serves as director and chair on active boards across several jurisdictions and works in multiple languages.
He holds advanced degrees from IESE Business School and the Yale School of Management, with board-level governance certifications from leading institutions in the US and Europe. A deliberate lifelong learner, he keeps the practice aligned with current research through continuing executive study.
Contact
Start with a conversation.
A thirty-minute discovery call to understand your context and whether the work fits. No deck, no pitch.
Request a discovery call