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
For SMEs and investor-backed operators: growth strategy, operating cadence, and the decisions that do not fit neatly inside one function. Eight years of advisory track record through predecessor entities.
- 02
Corporate governance advisory
Governance frameworks, board effectiveness, and oversight design for companies answering to investors, lenders, and regulators. Built by a practitioner who sits on boards, not beside them.
- 03
Board services
Two distinct engagements. Non-executive director and chair mandates taken directly, with active seats across multiple jurisdictions including a full exit cycle. And board formation and director support for companies working through a change of ownership.
- 04
ETA and EIR programs
Design, management, and support for entrepreneurship-through-acquisition and entrepreneur-in-residence programs, including the workshops that prepare operators and the boards that receive them.
Flagship practice · AI implementation
AI systems that survive board review.
Van Reis designs and deploys agentic AI for operating companies where governance is a procurement criterion, not an afterthought: readiness assessments, workflow automation, and multi-entity architecture, with oversight designed in from the first workflow.
An operator's tooling
Recommendations come from systems we run daily in our own operations, with the principal's own fiduciary duty on the line.
Governance-native
Every deployment ships with the oversight artifacts a board actually needs: authority, accountability, transparency, escalation.
Right-sized
Built for companies below the enterprise RFP threshold and above the off-the-shelf chatbot stage.
Practice · ETA and EIR programs
Operator programs that outlast the handover.
Van Reis designs, runs, and supports entrepreneurship-through-acquisition and entrepreneur-in-residence programs for companies and family-owned groups that want their own. Three things decide whether one works: selection that predicts performance, an operator with a clear mandate, and a board seated before the handover rather than after. The work covers all three.
The board on the other side
Board formation for a company under new ownership: composition, terms of reference, first-year calendar, director onboarding, and support for the directors your shareholders appoint.
A written program charter
Mandate, selection rubric, cohort cadence, resourcing and governance boundaries, and the exit conditions that tell you 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: intake, review cycles, operator reporting, and the updates your stakeholders expect.
Workshops
Working sessions for operators and the people who oversee them. First hundred days, board readiness, reporting a director can act on, and governance sized to the company rather than to a template.
How we work
Advice with skin in the game.
Operator proximity
The principal runs businesses, sits on boards, and carries fiduciary duty. Advice is written the way it will be read: by people accountable for outcomes.
Governance depth
Frameworks that hold up in front of directors, auditors, and investors, drawn from active board practice rather than a methodology binder.
International footprint
Mandates and training across the US, Europe, Latin America, and Asia. Multiple working languages; one operating standard.
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