Operating responsibility
Take clear responsibility for the priorities the business needs most.
Helping a founder-led aesthetics business build what comes next.
Lakemarch is focused on one opportunity: joining an established medical aesthetics business in a senior operating role and helping its founder and team navigate the next stage of growth.
Learn moreWhy Lakemarch
A long-term commitment to medical aesthetics.
LinkedIn I’m Scott Stiff. My background spans lower-middle-market investing and operating roles. In my investing work, I worked directly with founders and owner-operators considering what came next for their businesses. More recently, as Director of Growth for The Skin Center, I led new-location development across Pittsburgh, Cleveland and Columbus.
That work covered site selection, lease negotiations, design, construction and openings, alongside close coordination with management and operating teams. It convinced me that medical aesthetics is where I want to build for the long term.
The goal is not to advise from outside, but to help build from inside the business.
The opportunity
One business. The right operating role.
The focus is an established, founder-led medical aesthetics business with a strong brand, a capable team and room to grow. The right role would begin with clear operating responsibility and expand only as the fit and needs of the business become clear.
Medical aesthetics
Founder-led
Established and profitable
Multi-location or ready to expand
A strong brand and team
A role for additional operating leadership
How it could begin
Start with the work.
The starting point is a working relationship, not a transaction. I would join the business in a senior operating role and work alongside the founder and team—taking responsibility for day-to-day priorities, team leadership, operating and financial performance, and thoughtful expansion.
This would be a hands-on operating role, not a remote advisory arrangement. I would work on site alongside the team and relocate for the right opportunity. The idea is simple: do the work together, build trust and see whether there is a strong long-term fit.
Work alongside the team
Stay close to the day-to-day work while improving performance and supporting growth.
What comes next
Any longer-term partnership should be earned through the work.
Ownership or a future role in succession may become part of the conversation, but it does not need to be the starting point.
Let’s connect
Could additional operating leadership be useful?
If you have built a medical aesthetics business and are considering support for growth, day-to-day leadership or longer-term succession, I would be glad to have a confidential conversation.
Start a conversation