Built from
operating experience.
CTC Venture Group was created to help owners and leadership teams make better growth decisions and execute them with a practical understanding of customers, field operations, technical services, people, and capital.
Chris Strain
Chris brings more than 19 years of industrial services experience spanning commercial leadership, strategic accounts, operations, inspection, asset integrity, business development, and organizational growth. His background was built by moving through the business from scheduling and sales into operating and executive leadership roles.
That progression shapes CTC's approach today. The goal is not to recommend something that only works on paper. It is to build a plan that can work with real customers, real people, real capital constraints, and real field conditions.
Simple principles. Practical execution.
CTC is built around a few ideas that remain consistent whether the work involves a startup, a growth initiative, an operating challenge, or a strategic account.
Listen before building.
The people closest to the customer and the work usually know where friction exists. Strong plans start by understanding both.
Connect sales and operations.
Growth breaks down when commercial commitments and operating capabilities are designed separately.
Build for the next stage.
The right structure should solve today's problem without making tomorrow's growth unnecessarily difficult.
A career across the business.
Scheduling and field support
Early exposure to how industrial service work is staffed, scheduled, communicated, and delivered.
Sales and strategic accounts
Customer development, relationship building, proposals, pricing, account strategy, and national client support.
Area, regional, and general management
Leadership across people, safety, quality, reporting, utilization, field execution, and financial performance.
Industrial services leadership
Business development, new service line strategy, growth planning, industrial market analysis, and organizational buildout.
Advice grounded in what happens after the meeting.
There are many firms that can build a strategy deck. CTC is intended for situations where the next question is, “How do we actually make this work?”
That means thinking through who owns the work, what it costs, how it is sold, how it is staffed, how performance is measured, what the customer expects, and what has to change as the business scales. The same operator lens can support acquisition decisions by testing whether a target's people, customers, capabilities, systems, and growth plan hold up in practice, and by defining what integration should look like after close.
Bring an operator into the conversation.
If you are evaluating growth, a new capability, a market entry, or an operating challenge, let us talk through the opportunity.
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