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BEYO Advisory Group

ABOUT BEYO

Two vantage points.
One conviction.

Casey spent ten years alongside founders—in accelerators, fellowships and first raises, when a company is still mostly conviction. Yates spent his inside a private bank, sitting with families in the years when money stops being simple.

We kept finding the same thing. Capable people, building real things, making consequential decisions with no one in the room who could see the whole picture—the company, the capital and the life those decisions were quietly reshaping.

Most advice arrives late, or narrow, or stops at the edge of the business. We built BEYO against all three—early enough to change the outcome, wide enough to see the whole picture and long enough to follow a decision into the life behind it.

We are married and live in Miami. The premise of this firm—that the business decision and the life decision are usually the same decision—is not abstract to us.

Yates S. Pepper

CO-FOUNDER

Yates S. Pepper

Yates has spent his career in the seat families call first.

At J.P. Morgan Private Bank in Miami he was the day-to-day lead for founders, executives, business owners and multigenerational families—investments, credit, trust and estate planning, insurance and tax, held as one picture rather than five separate conversations. The work was knowing a client's situation well enough to see what any single piece of it couldn't, ask the questions nobody had asked yet, and turn all of it into a decision someone could actually make.

Before that, Washington. As chief of staff at a boutique consulting firm he ran operations, billing and business development alongside the CEO and founder. At the U.S. Department of Commerce's Office of Business Liaison he connected founders and chief executives to senior policy leadership, preparing the briefing materials senior officials carried into the room. In White House advance operations he worked events that ran on compressed timelines and in front of the press, where decisions were made in minutes and discretion was the baseline.

What he noticed was that the hard part was never the product. What was missing was one person who understood the whole situation, had no stake in which door you walked through, and would say the thing nobody else in the room was going to say. He left to be that person.

He studied Public Policy Leadership and Economics at the University of Mississippi's Trent Lott Leadership Institute, where the training was in how decisions actually get made rather than how they should look on paper.

He is completing a Master of Arts in Biblical Studies at Asbury Theological Seminary.

CO-FOUNDER

Casey M. Pepper

Casey has spent ten years on the founder's side of the table.

She has recruited founders and impact leaders across nine global markets into fellowships built with Google, BMO and Wells Fargo, bringing more than two hundred of them through the door. She also led go-to-market strategy at equipifi through its Series A, ran a social enterprise accelerator, and directed programming at StarterStudio, where she worked with more than fifty companies from idea to seed and helped build an angel network across Florida to fund them.

What she noticed, across a decade of programs and applications, was that the founders who made it were rarely the ones with the perfect idea. They were the ones who stayed curious—about the market, the model, the risks, and the impact their decisions would have on the people they loved most.

She studied finance at the University of Central Florida's Burnett Honors College. Her thesis was called Sustainable Finance: The Cost of Feeling Good—an early version of the question she is still asking, which is what capital actually costs the people who take it.

She holds a Master of Arts in Global Ministry Design from Southeastern University.

Casey M. Pepper

WHAT WE ARE FOR

Good advice shouldn’t
arrive in pieces.

People building something are underserved at exactly the moments that decide the most—the raise, the exit, the transition, the year a company outgrows the way it has always been run.

Not because good advice does not exist. Because it arrives in pieces. The banker, the attorney, the accountant, the board member, each holding one face of a decision that has four, none of them responsible for the whole.

BEYO exists to hold the whole. To say plainly what is strong and what is fragile. And to treat what someone has built as something to be stewarded rather than something to be sold to.

OUR STANCE

Our idea of stewardship is older than this firm: that what you build is held in trust, and that its measure is what it makes possible for other people going forward. It shapes how we work, who we work with, and what we will tell you when the answer is inconvenient.

BRING THE WHOLE PICTURE

Tell us what you are building, what feels harder than it should and what you want the next chapter to look like.

Start a conversation
Build beyond.