Consultants who run what they recommend
The deck was approved. Then the plan met the business: priorities competed, ownership blurred, and the number missed. The distance between a strategy and an operating company is where most consulting quietly ends.
We take P&L accountability through execution.
Horta Management Consultants is an operator-led firm. The industries we work in change. The fundamentals we apply do not. Revenue discipline. Operational structure. Capital under control. Accountability for outcomes.
We do not exit at the recommendation. We exit when the outcome is secured.
The work does not care what the deck said.
What we do
Six practices. One standard.
Built from the attributable records of the consultants who carry them. Open a practice to see where the method applies.
01
Enterprise strategy and operating transformation
From an under-defined ambition to an operating model, owners, measures, and an execution rhythm that holds.
Three places the method applies →
02
Financial performance, revenue integrity, and risk
Underwriting, pricing, collections, and controls, connected so value stops leaking where nobody is looking.
Three places the method applies →
03
Revenue cycle for behavioral health
Billing-to-cash, denials, payer patterns, and audit defense for behavioral-health and substance-use-disorder providers.
Three places the method applies →
04
Cross-border structuring and U.S. market entry
Entity, banking, channel, and the commercial plan to actually trade here, run through our subsidiary Global Equity Partners.
Three places the method applies →
05
Program governance and controlled change
Requirements, baselines, decision traceability, and readiness for programs where change must be controlled, not improvised.
Three places the method applies →
06
Applied AI implementation
Production AI inside the operation, with governance, human authority, and evaluation built in. Proven on our own firm first.
Three places the method applies →
Sectors
Six sectors. One method.
Where the disciplines are currently deployed, stated in the government’s own classification. Touch a segment.
Heavy & civil engineering
Roads, bridges, military facilities, infrastructure programs
The record
Every claim has an operator. Every outcome has provenance. Every engagement has a boundary.
Where this firm has already carried the work.
Each entry names the work, the theater, and the boundary of what is claimed. Client identities stay protected. The record does not.
Capital-markets infrastructure
Our consultants served among the core operators who built EquiLend, the multi-dealer securities lending platform, leading a 120-person global analysis team through the build and a major integration. The platform moved roughly $40 billion a day at launch and clears approximately $2.4 trillion a month today.
Cross-border family office structuring
Principal strategic consultant on the establishment of an approximately $450 million family office structure spanning construction, manufacturing, maritime, aviation, and export operations, with banking and entity architecture anchored in Singapore.
U.S. market entry, run as a principal
Through our subsidiary Global Equity Partners, we bring international mid-market companies into the U.S. market and position them for federal contracting, from entity formation and registration through agency targeting and capture, on a roughly ninety-day path.
Public operational readiness
Trained approximately 2,000 election officials for a Florida county elections office across one general-election cycle, personally delivered classroom instruction, with reported improvements in readiness, error rates, and compliance.
Operational repair in a founder-led business
Eighteen months embedded in a founder-led construction company across sales, estimating, workflow, and finance. Revenue rose 18 percent, the client base grew 45 percent, and average project size roughly tripled.
Revenue integrity in behavioral health
Senior revenue-cycle leadership within behavioral-health and substance-use-disorder services, spanning billing-to-cash oversight, denial and underpayment recovery, payer reimbursement analysis, and pre- and post-payment audit.
Method
How the work is run.
Establish the facts
The operating reality, the decision that matters, the constraints, and the consequences, in writing, before anything moves.
Build the model
The operating model, roadmap, controls, and ownership that make the decision executable and the results measurable.
Stay through execution
Implementation, correction, escalation, and adoption, until the work runs without us.
Accountability
What taking accountability actually means.
Accountability is a structure, not a posture. It is agreed before the engagement starts, and it is the same four things every time.
What we take
A defined operating mandate inside the business. Named responsibility for a specific line or function, with the authority to direct the work that moves it. Not an advisory seat beside the work. A line of control, agreed in writing before we start.
What stays with you
Ownership, capital allocation, and the final word. We do not take equity or a board seat to do this work. Every decision that belongs to the owner stays with the owner. We operate inside a boundary you set, and the boundary is explicit.
How it is governed
A standing operating rhythm with you, run against the outcome we agreed rather than against a workplan. The measures are set at the start and they do not move. When the work goes sideways, you hear it from us first.
When we exit
When the outcome holds without us. The function runs, the people who will keep running it have already run it, and the system is documented and handed over. The exit is designed at the start so it arrives as a milestone, not a negotiation.
Ready to work with the operator who stays?
A 30-minute capability briefing. One conversation with the operator who will run your engagement. Not hand it off.