How the business runs and earns, set around where the brand is going: where the money comes from, who decides what, and what has to be true for the next stage of growth to hold.
- The engagement
- 5 stages
- What you receive
- Business model and margin analysis
- Built for
- Profitable, but stuck at a ceiling
Each ends in something written. Scope, fee and dates fixed before work starts.
How the business runs, and who decides what · Revenue and pricing plan · What to fix, in order
The founder is the single point of failure · Getting ready for investment, a sale or a handover
What this is for
The situations founders arrive with
01
Every decision routes to one person
The founder is the bottleneck, and the business cannot grow past their calendar.
02
Revenue is one line, not a model
Money comes in, and nobody can say which part of it is actually profitable or repeatable.
03
No succession, no exit
The business cannot be sold or handed over, because how it runs lives in people's heads instead of on paper.
Most businesses do not have a growth problem. They have a setup that only works while the founder is watching.
The engagement
5 steps, each with something written at the end.
Scope, fee and dates are fixed in the agreement before work starts. Nothing here runs open-ended.
01
Business model review
Where the money is actually made, at what margin, and which parts are paying for the rest.
02
How the business runs
Who does what, who decides what, and who to escalate to, written down, so authority stops depending on sitting near the founder.
03
How the business earns
Pricing, product mix, channel costs and what you actually sell, lined up with the brand position instead of working against it.
04
The growth plan
What is holding back the next stage, and the order in which to fix it.
05
Succession planning
Second-line leaders, written-down knowledge of how things run, and the handover plan, whether you are selling or passing it on.
What you receive
- Business model and margin analysis
- How the business runs, and who decides what
- Revenue and pricing plan
- What to fix, in order
- Succession and handover plan
Is this the right engagement for you
Built for
- Profitable, but stuck at a ceiling
- The founder is the single point of failure
- Getting ready for investment, a sale or a handover
Not for
- Pre-revenue
- You want interim managers, not a new structure
Questions
Asked before every engagement.
How is this different from a normal operations review?+
We build the structure around the brand position instead of separately from it, so pricing and product decisions that contradict the position get caught now rather than two years later.
Do you implement it?+
Your leadership team does the implementing. We stay on as advisors for the first six months, so the structure survives its first real test.
How long?+
Six to ten weeks for the plan, then quarterly advice if you want to carry on.
We don't add busywork; we eliminate friction. We partner directly with founders to replace boardroom guesswork with executable, profitable direction.