Our Team
Who you'd actually
be working with.
A small practice, on purpose. You get the person you met in the first conversation.
Founder
Jeremiah Taubl
I've spent nearly a decade in enterprise sales at research and market-intelligence firms, helping organizations turn data into decisions they can actually act on. élan advisory is where I do that for the organizations I care most about.
Most of my career has been inside the research industry — building and managing strategic accounts at leading research and advisory firms, and more recently leading enterprise AI deployment and go-to-market work. That's an unusually close view of two things at once: how organizations actually make decisions, and how fast AI is changing what's possible for teams without a big budget.
On AI I'm neither an evangelist nor a skeptic — both are ways of avoiding the work. The useful question isn't whether to use it, but which specific tasks it should touch, and which it must never touch because those carry your relationships.
Why this practice exists
Small organizations don't fail at fundraising because the people are bad at it. They fail because one person is holding six jobs, the system lives in that person's head, and then that person leaves. So everything I build gets written down. If your next hire can't run it on their third day, I haven't finished.
Outside of work I follow politics and foreign affairs closely, and I'm usually somewhere on a trail with Maddie.
In the field
I've done this work,
not just advised on it.
For more than fifteen years I've worked on service and missionary trips abroad — in Haiti, the Dominican Republic, and Mexico — largely through SOUND Affect International, where I've led program elements including violin instruction and music training.
It's the reason I know what thin capacity actually feels like from the inside, rather than from a benchmark report. Every hour a program like this spends on administration is an hour not spent with a student — which is the whole argument for building systems that run without someone remembering to run them.
Also on the team
Maddie
Chief Morale Officer. Tenure: longer than the median development director.
She's in the headshot because she's in most things. Maddie has no opinions about donor retention and has never once opened a CRM. She is, however, directly responsible for the walk where the problem I couldn't solve at the desk usually solves itself — which is more than I can say for most of my tools.
How we work
Four commitments.
- Narrow and finished beats broad and recommended. One system, built completely.
- Your tools, not new ones. If a plan requires software you don't have, it's a referral.
- Plain language. If it can't be explained to your board in two sentences, it isn't ready.
- An honest no. We'd rather lose an engagement than take one where the return doesn't justify the fee.
Let's talk
Tell us what's not working.
One conversation, no pitch deck, and a straight answer about whether we're the right help.