Services
Three ways I work with owners.
Every engagement starts the same way, with a call and a couple of weeks of counting. What comes after depends on which of these three the company actually needs, and that is often not the one the owner named on the phone.
Questions these engagements answer
01.
Which work pays?
Margin line by line, so you stop subsidising the jobs you enjoy with the jobs that earn.
02.
Can we afford this hire?
What the role costs fully loaded, and what it has to produce before it pays for itself.
03.
Is the price right?
Costs move every year. Price lists usually do not. We measure the gap and close it.
04.
Why is cash tight?
Thirteen weeks forward instead of twelve months back. Most surprises stop being surprises.
05.
What breaks at scale?
The process that works at your size and will not work at double it. Better to find out now.
06.
Second location?
The arithmetic, the timing, and an honest account of what it does to your week.
07.
Who decides what?
Decision rights written down. A dull document that removes a surprising amount of friction.
08.
What is it worth?
A defensible view of value, whether you are selling in two years or just want the number.
Main services
01.
Business Strategy
Where the company is going and what it will cost to get there. We find the constraint, name the market you actually compete in, and decide where the next dollar and the next hire go. It ends with a plan short enough that people remember it.
02.
Financial Planning
Forecasting, margin, and pricing. Not bookkeeping, which you already have. A thirteen-week cash view, unit economics rebuilt from current costs, and a tax account that stays separate from the operating account.
03.
Operations Consulting
The work itself. Handoffs, staffing, the process that breaks every quarter, and the decisions that all route through you. I sit in it with you until the place runs without heroics.