Track record

Twenty-five years. Five exits. Both sides of the table.

Not a list of logos. Here's what I've actually owned, bought, fixed and sold — and what each one taught me.

Matchday on the pitch at Campobasso before kickoff — Matchday in Molise.

Morgan Harris with the president of the USL Gainbridge Superleague — With the president of the USL Gainbridge Superleague.

Five exits — three companies, two football clubs

The situation: Built and sold five businesses — three across digital music, digital media and marketing technology, two in professional football.
What I did: Grew each to the point a strategic buyer wanted it, then got it through diligence without the deal re-trading.
What it means for you: I know what a buyer's diligence team opens first, and it's rarely the brand deck. It's revenue concentration, contract terms, key-person risk and whether the business survives the founder walking out.

Owning and exiting professional football clubs

The situation: Bought and ran Campobasso in Italy and Dagenham & Redbridge in England. Exited both. Today Brooklyn FC sits inside North Sixth Group, where I'm Chairman.
What I did: Ran clubs where the product is emotion, the inventory is perishable, and the balance sheet is unforgiving.
What it means for you: I can price a sports or media asset with the operating costs included, not just the revenue line. And I know which parts of the story a seller leaves out.

Buying a broken agency and fixing the economics

The situation: Acquired a Los Angeles social and content agency with real creative talent, real client relationships, and no margin discipline.
What I did: Rebuilt the leadership team. Restructured compensation so the people driving revenue shared in it. Stripped out overlapping software, redundant vendors and contractors billing against churned work. Rebuilt go-to-market with a defined pipeline and an actual sales motion.
What it means for you: When I value your agency, I'm reading it the way a buyer does — because that's the seat I sit in now.

Building an agency around the world's hardest client

The situation: Founded a marketing and communications agency and won an anchor relationship with one of the most demanding brands in the world — no tolerance for slippage, ambiguity or spin.
What I did: Built the operating discipline to hold it. Scoped the work so the margin survived the service level. Staffed senior. Kept the relationship for the better part of a decade.
What it means for you: I know the difference between an agency that delivers and one that performs delivering. When I diligence your agency, that's the standard I'm using.

Running a multi-agency platform

The situation: Chairman of North Sixth Group — a platform of marketing agencies serving global brands, with professional sports teams and affiliated sports-focused businesses in the group. Brooklyn FC among them.
What I did: Look at acquisition targets constantly. Pass on most of them.
What it means for you: If you want to sell your agency, I can tell you in an hour why a buyer would pass — and what twelve months of work would change about the number.

Brooklyn FC playing under floodlights at Maimonides Park, Coney Island — Maimonides Park, Coney Island. When you own the club, marketing isn't a line item.

Credentials.

Chairman, North Sixth Group — marketing agencies, professional sports teams and sports-focused businesses
Founder and Principal, KRMA
Owner, West of Fairfax
Professional football club Brooklyn FC — a North Sixth Group asset
Prior: Audio Lunchbox, HYFN, TONIK+ and two football clubs including Campobasso and Dagenham & Redbridge — five exits
B.A. Communications, Arizona State University

Thirty minutes. No deck.

Tell me what you're trying to get done — a deal, an exit, an agency problem, an empty seat. I'll tell you what I'd do and whether I'm the right person to do it.

Book a 30-minute call Or email me directly: morgan@morganharris.co