Tim Peters
Head of Growth

Tim Peters

Tim Peters is Head of Growth at Till, leading go-to-market strategy, business development, strategic partnerships, and revenue growth.

About Tim Peters

Tim Peters is Head of Growth at Till, where he leads the firm's go-to-market strategy, business development, strategic partnerships, and revenue growth initiatives. Over the past 20 years, Tim has built a career helping professional services organizations accelerate growth, expand into new markets, and create lasting client relationships.

Before joining Till, he served as a Managing Director at E78 Partners and spent five years at Embark as an Executive Vice President, where he played a key role in the firm's rapid national expansion by helping generate tens of millions of dollars in revenue and establishing relationships with private equity firms, venture capital investors, founders, and executive leaders. Earlier in his career, Tim led his own fractional marketing and growth advisory practice, partnering with companies to develop growth strategies, strengthen market positioning, and build scalable business development programs.

Tim is passionate about helping founder-led and investor-backed companies connect with the right strategic partners to achieve sustainable growth. He believes that exceptional businesses are built on trusted relationships, a servant-leadership mindset, and a relentless focus on creating value for clients.

Outside of work, Tim and his wife, Meagan, have been married for more than 20 years and are the proud parents of three children. He enjoys playing golf, spending time with his family, and cheering on his children as they compete in golf, soccer, and dance.

Every Till CFO engagement begins with a clear view of where your financial function stands today, and where it’s falling short. Our embedded CFO team conducts a comprehensive assessment to uncover gaps in visibility, decision-making, and forward planning.

From there, we align on what actually matters: the decisions ahead of you, the complexity you’re navigating, and the level of financial leadership required to support it.

Whether you’re scaling quickly or operating at size, the question isn’t experience, it’s whether your current financial structure can keep up with where the business is going.