Seth Weiss

Background

About Seth Weiss

When something consequential is in motion — a major decision, a transition, a moment where growth has to get serious — founders and executive teams bring me in. Sometimes, as a high-stakes decision consultant. Sometimes as a fractional CRO or CGO. Both through BW Grey. BW Grey is named for the place where most real work happens — where data is incomplete, experience has limits, and the gap between what you know and what you need to decide is uncomfortably wide. That's not a problem to eliminate. It's the condition to navigate well.On the decision side, I work with the person carrying the weight. The technical advisors may be strong. Lawyers, bankers, board members, operators. But when the inputs are noisy and the next move matters, the bottleneck is usually judgment. I help people name the trade-offs no one has named, choose deliberately, and stop reopening the decision once it's made. On the growth side, I step into B2B organizations and run the revenue function. Strategy, team, pipeline, number. Not as an advisor watching from the outside. As the person in the seat, building alongside the founder. What connects both practices is range. I've been the attorney structuring the deal, the founder building the company, the executive running the numbers, and the coach helping a leader decide what comes next. That's not a résumé. It's pattern recognition you don't get from one seat. I bring frameworks, not formulas. Most of the work lives in the grey — messy, uncertain, high-consequence. Structure helps. Rigidity doesn't. I stay close to the doing, and I leave teams stronger than I found them. If something big is in front of you and you need someone who's been in rooms like yours, let's talk.