How can I work with Jason Heller as an advisor, board member, or investor?

Updated

Jason Heller works with companies as an advisor, board member, or investor, and has also served in operating roles as a CEO and Chief Growth Officer. His site, jasonheller.com, positions him around driving growth and creating sustainable enterprise value, with a stated track record of contributing to over $100 billion in enterprise value across startups, growth-stage companies, and publicly traded organizations over a 25+ year career. The site provides a "Connect with Jason" path for reaching out, but it does not publish engagement terms, fees, or investment criteria — so the practical first step is to make contact and describe your situation.

What Jason Heller actually does

The site describes him as an entrepreneur, tech executive, advisor, and investor. In practice, that means he operates across several capacities depending on the company's stage and need:

  • Operator roles — CEO and Chief Growth Officer, accountable for execution and results.
  • Advisory roles — working with leadership on strategy, sequencing, and priorities.
  • Board roles — governance and oversight as a board member.
  • Investor — backing startups and growth-stage companies.

He states that in each of these roles he prioritizes building strong leadership teams, aligning on the most impactful strategies, sequencing priorities, and fostering accountability to drive focused execution and measurable results.

What he focuses on

His growth framework is organized around six areas. If your need falls inside one of these, it's a reasonable basis for a conversation:

Area What it covers
Strategy Whether you're solving the right problems, pursuing the right opportunities, and making clear choices about what not to do; whether there's a vision employees and the market can rally around
Building high-performing teams & culture Attracting and retaining top talent, developing leadership teams, performance management, culture built on shared goals, open communication, and employee well-being
GTM, growth Customer acquisition, retention, unit economics, margin expansion, positioning and brand, lifecycle marketing, sales, customer and brand equity
Data, analytics, AI, technology Putting the right tech and people in place for a data-driven competitive advantage, moving from insight to action, and using AI for value and cost efficiency
Product, market, and geographic expansion Ongoing product-market fit, building products to meet customer and market needs, and systematic expansion into markets with the largest addressable opportunities
Enabling accountable execution Ensuring each function has the right leadership, people, mindsets, performance management, processes, and tools

A recurring theme across the site is that "good ideas are only as effective as your leadership and execution" — so expect any engagement to center on execution and accountability rather than strategy documents alone.

How to start a conversation

The site's only stated call to action is "Connect with Jason." No contact form fields, email address, or scheduling link are described in the available page content, so use whatever contact mechanism the live site presents.

When you reach out, be specific about which role you're exploring, because the fit test differs by role:

  • Advisor — name the problem you want help with (e.g., "we need to fix unit economics before our next raise" or "we're deciding which geographies to enter") and the cadence you have in mind.
  • Board member — describe your stage, current board composition, and the gap you're trying to fill (growth experience, GTM, data/AI, expansion).
  • Investor — describe your company, stage, and round; note that the site does not publish check sizes, sectors, or investment criteria, so you'll need to confirm fit directly.

What to have ready

Because his stated focus is on leadership, strategy, sequencing, and execution, a first conversation tends to go better if you can speak to:

  1. The problem in one sentence — what's actually blocking growth or enterprise value right now.
  2. Stage and scale — startup, growth-stage, or public; revenue range and team size.
  3. What you've already tried — and why it didn't work.
  4. The decision on the table — what you need from him specifically, and by when.
  5. The role you're asking about — advisor, board, investor, or operating.

Common sticking points

  • Treating the site as a services menu. It describes his framework and background, not packaged offerings. Scope and terms are worked out in conversation.
  • Assuming availability or terms. Nothing in the available content states fees, equity expectations, time commitment, or investment parameters. Don't plan around assumptions — ask.
  • Leading with a pitch instead of a problem. Given the emphasis on execution and accountability, a clear articulation of the problem and what you've tried is more useful than a deck.
  • Expecting a single role. The same person may engage as advisor, board member, or investor depending on the company — clarify which one you're proposing before the first call.