The
Rapp //
PERSPECTIVE
I work in the space between Opportunity and Private Capital.
The RAPP // PERSPECTIVE is the lens I apply to every deal, every project, and every founder.
It is how I decide what is viable, what is investable, and what never goes in front of serious money.
My background is 10 years of physical production and deal work in film.
That discipline now applies across media, IP, product, and emerging companies.
I sit with private equity groups, hedge funds, family offices, and high net worth principals who deploy into these categories.
I protect that access by controlling what reaches them.
If you are here, you are not looking for a generic advisor.
You are here because you want to be taken seriously by capital.
INSIDE the RAPP // PERSPECTIVE
Rapp Consulting was built on a simple reality.
Ambition has no value if it cannot hold up when capital reads it.
The RAPP // PERSPECTIVE is a disciplined process that turns a concept into something that can be evaluated as an asset.
This process came from direct exposure to strong ideas that failed for preventable reasons.
No defined economics. Unclear control. Inflated claims. No exit path. Ego in place of proof.
Revenue logic. Cost position. Risk exposure. Chain of authority. Use of funds. Path to return.
If it holds, it advances.
If it breaks, it is corrected before capital ever sees it.
You are not here to chase capital.
You are here to present something capital has a reason to engage.
This is the threshold.
THE RAPP // Capital Process
Capital Strategy Enforcement
I identify why professional money will not engage. Typical breaks include slow development, weak comparables, unclear risk, and a raise thesis that does not match the capital stack. I correct the finance logic and market position so the deal shows cost basis, control, planned use of funds, and return path. The outcome is a file investors can evaluate without wasted motion.
Capital Viability Engineering
I take the financials apart and rebuild them on first principles. This covers budget validation, use of funds, waterfall math, valuation basis, and modeled investor return scenarios, not guesses. If the numbers fail diligence, the deal is not real. This phase exists to make sure the math survives investor review instead of optimism, pitch language, or inflated assumptions from the team.
Capital Deal Management
Once capital is active, most deals fail in friction and pressure. I stay engaged with principals and counsel to manage investor objections, align terms with what was agreed, and keep diligence from drifting. The goal is to keep control while money is moving and prevent slippage. This is where small gaps become lost access, delayed close, and reputational loss for everyone.
