Built by operators, not theorists.

The Triangle is a unified operating platform that aligns strategy, operations, technology, finance, and growth under one model — so a company hires one partner instead of coordinating five. It is not a consultancy, an agency, or a holding company. It is one team, one P&L view, and one plan, run by people who have done the work they advise on.

Why do most growth problems turn out to be alignment problems?

Because the advisors a company hires each optimize a single function, and none of them talk to each other. The agency optimizes acquisition. The logistics consultant optimizes fulfillment. The banker optimizes capital. The technology firm optimizes implementation. Every one of them is competent in isolation, and together they produce a business that pulls in four directions. The founder ends up as the integration layer for their own company — translating between rooms that should already be one room, absorbing every handoff, and losing the thread at each seam. That is the alignment problem, and it is more common, and more expensive, than any single functional gap.

The Triangle was built to solve that problem at the source. Value is created where functions connect — where a pricing decision moves working capital, where a technology choice changes acquisition cost, where a supply-chain commitment shapes enterprise value at exit. Those connections are exactly what a roster of disconnected advisors cannot see. We work the connections on purpose.

How did three firms become one platform?

The Triangle emerged from the convergence of three interconnected businesses Michael Zakkour built and led. Each began as its own discipline. Over time, the lines between them stopped making sense.

5 New Digital unified commerce, AI enablement, consumer-behavior analysis, and digital growth — the demand side of a modern business, where customers are won and brands are built. Tompkins Ventures brought supply chain, logistics, procurement, and organizational scaling — the operating side, where margin is made or quietly lost. Sellside Group added capital strategy and middle-market M&A, advising founder-led businesses on acquisitions, valuation, growth, and liquidity events — the value side, where everything a company has built is finally priced.

Run side by side, the pattern became obvious. The businesses that create the most value are not the ones with the best technology or the biggest budgets. They are the ones that connect functions into a single operating model. The gap between strategy and execution is where opportunities are lost and where enterprise value is created. So the three firms stopped being separate practices and became one operating platform. That is The Triangle.

Six pillars, one engine.

The work runs across six pillars that are designed to function as one engine, not six separate practices. Each is strong on its own; the advantage comes from how they reinforce one another.

• People — leadership, org design, talent strategy, and human capital, with a clear line to how talent decisions ripple into operations, technology, financing, and enterprise value.
• Process — operational efficiency, workflow redesign, and scalable systems, so every function runs from one operating model instead of accumulating complexity.
• Technology — AI, digital commerce, martech, and data infrastructure, connected to a single roadmap tied to growth, profitability, and enterprise value.
• Supply Chain — logistics, fulfillment, inventory, and procurement, treated as a competitive advantage rather than a cost center.
• Finance — capital strategy, growth financing, M&A advisory, and enterprise value, built years before a transaction rather than negotiated at one.
• Media — content, social commerce, brand media, and demand generation, run as a growth function tied directly to revenue and profit.

You can see how the pillars fit together across the full set of services, where each one links to its own page and to the others it depends on.

Who do we serve?

We work with companies at four stages, and we meet each one where the leverage is. Startups from zero to five million in revenue need a foundation built for sustainable growth, not a patchwork of point solutions. Scaling companies between five and fifty million need their operations, technology, and capital aligned so they can accelerate without breaking. Enterprises above fifty million need to transform, optimize, and unlock new growth from assets they already own. And companies preparing for M&A need to build value, secure capital, and execute a liquidity event from a position of strength. Across all four, the founders and operators who come to us are usually tired of being the only point where the pieces connect.

What does “built by operators” actually mean?

It means the people advising you have run the work. The plans we build draw on real operating experience, real supply-chain decisions, and real entrepreneurial finance and middle-market transactions — roughly 30 years in ecommerce and retail, 20 years in supply chain, and 10 years in financial services and M&A. We do not hand you a framework and leave. We work the connections between functions because that is where the answer changes, and we leave your team able to keep running the model after we are gone.