Results

Four businesses, and the one thing that moved.

No client names, because most owners would rather not have their numbers on somebody else’s website. What follows is the shape of the work: what was happening, what we actually changed, and what it was worth.

Please read this first

Every figure on this page is a placeholder written for a demonstration site. Replace these four cases with your own work, with your client’s permission, before you launch. Real numbers are the whole reason anyone reads this page.

Case 01

Specialty contractor, 14 employees

Gross margin up 7 points

Within two quarters

The situation

Every quote was a guess. Two crews were busy all summer and the year still ended flat.

What we did

Rebuilt estimating from three years of actual job costs, set three tiers of work, and retired the two job types that never made money.

The estimating sheet was never the problem. The job-cost data underneath it was, and nobody had looked at it in three years.

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Case 02

Two-location retailer

Owner's hours down 11 a week

Within 90 days

The situation

The owner was the only person who could place an order, so nothing shipped on the weeks she took off.

What we did

Wrote the ordering playbook, trained two store managers to run it, and moved the business to one weekly number that both stores could see.

Delegating a task fails. Delegating a task plus the number that tells you it went well is what actually sticks.

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Case 03

Regional service company

First-year turnover cut in half

Over one year

The situation

Hiring was a revolving door. New techs quit inside four months and the good ones were covering for it.

What we did

Rewrote the roles, built a thirty-day onboarding a lead tech could run, and changed the pay mix so tenure was worth something.

People were not leaving over pay. They were leaving because nobody told them what good looked like in the first month.

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Case 04

Wholesale bakery

Cash on hand up $84,000

Within eight months

The situation

Revenue grew every year and cash got tighter every year. Nobody could say which accounts were carrying the load.

What we did

Priced the bottom third of the catalog to its real cost, cut delivery from six days to four, and put a thirteen-week cash view on the wall.

Growth was real and so was the cash problem. They were the same story told from two different sides of the ledger.

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Nobody hires an advisor because the business is failing. They hire one because the business works and they cannot tell you why, so they cannot make it work twice.

Dana W., Principal

Trays of fresh pastries cooling on a bakery counter

Curious what your version of this looks like?

Thirty minutes on the phone is usually enough to name the first thing worth changing.

Book a call (555) 555-0123