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Pete Cyr

Advisor Orange County, California Area, US

CEO, FounderCoaching. Formerly Founder and CEO of Documental Solutions, LLC (Acquired by IHS in 2008). Stanford GSB grad.

CEO, FounderCoaching. Formerly Founder and CEO of Documental Solutions, LLC (Acquired by IHS in 2008). Stanford GSB grad.

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Involved In


TCI Transportation
Component Trends
Pro AuPair
Harold Connolly US Youth Hammer Throw Development Fund


CEO FounderCoaching May 2013 - present
Board Member Harold Connolly US Youth Hammer Throw Development Fund March 2011 - present
Owner Sun Country Properties April 2010 - present
Sales Are You a Human November 2012 - April 2013
Forecasting Group Director Jane's Information Group September 2008 - March 2009
President and CEO Documental Solutions, LLC March 2002 - September 2008
Manager, Market Analysis & Competitive Intelligence Raytheon June 1998 - September 2001
Market Analyst Raytheon March 1995 - June 1998
Sport-Specific Sponsorship Coordinator Special Olympics International January 1993 - October 1994


Stanford University Graduate School of Business Entrepreneurship 2001 - 2004
Georgetown University - The McDonough School of Business Business 1989 - 1994
Bishop Hendricken 1986 - 1989

Interested In

Advisor With
  • • Fundraising
  • • Recruiting
  • • Sourcing
  • • Ideation
Markets of Interest
  • • Advertising
  • • Cloud Services
  • • Commerce
  • • Data & Analytics
  • • Enterprise Software
  • • Financial Services
  • • Mobile
  • • Payments
  • • Productivity Tools
  • • Small Businesses

You Should Know About Me

Key Accomplishments

I formed a team and started Documental Solutions while in business school. We bootstrapped and used early stage sales to fund the development of an online decision support system for the defense industry. We leveraged an underutilized workforce (retiring baby boomers) and kept costs down by focusing on job design which greatly enabled our team to work from their homes. Despite being under-capitalized for the first four years, we managed to stay focused on our core offering and build deep customer dependency. By the sixth year, we had grown the company to $5m in annual revenues with nearly a 100% renewal rate. By then, we had successfully transitioned from being a scrappy startup to a small company with some discipline, process and delegation. Soon thereafter, we were acquired by a public company for 15x EBIDA.

How I like to work with people As a Cofounder

Early stage selling skills
Bootstrapping experience
Business model/plan development
Job Design

As an Advisor

As a start-up grows and matures, there is a point in time when the founder(s) need to recruit and empower leaders to take over core functions and then re-focus themselves on what they do best and enjoy most. This can be very difficult for founders but effective delegation is eventually required for the company to scale and for the founders' work-week to be reduced to a sustainable level.

I struggled with these same issues in building my own business but with the advantage of having a very capable team, I was able to make this transition and learn how to delegate, trust, verify and repeat. I still recall my profound lack of perspective where I believed everything had to be done 100% perfect and no one could complete critical tasks as well as I could. I have the deepest respect for founder(s) who have created a business from nothing (especially bootstrapping as I did) and really enjoy coaching them through this very difficult transition.

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