Growth takes method. Not luck.
Assessment, planning and execution alongside the people who make the decisions, for small and midsize businesses and multinational subsidiaries that want to grow margins, not just revenue. The team that makes the recommendations also follows through on execution.
Revenue goes up. Margins don't follow.
Most growing companies learn this the same way: they sell more, work harder and end the month with less to show for it. The problem is rarely effort. It's direction.
- The company grows by cutting prices, without knowing which customers and products actually make money.
- The annual plan becomes a polished document nobody opens after March.
- The sales team has revenue targets, but none for margin, channel or customer.
- Every decision goes through the owner, so the company moves only as fast as the owner's calendar allows.
If two of these sound familiar, the next step isn't selling more. It's making better choices about where to grow.
Assessment, planning and execution follow-through.
The work links business analysis to clear priorities, ownership and progress tracking, within the scope of the engagement.
Business assessment.
A review of the information and challenges that shape the work.
Priorities and action plan.
Defined objectives, initiatives and owners.
Execution follow-through.
Tracking progress on each action and flagging what needs attention.
Priority reviews.
Plan adjustments based on results and changes in the business.
From the trial balance to the growth plan.
From "where should we grow?" to the meeting that measures the results.
Strategic assessment
Financials, market, customers and team analyzed together, ending in a clear set of priorities.
Plan and budget
Targets by function, initiatives with owners, and the budget that funds the plan.
Pricing and margin
Margin by product, customer and channel, plus a pricing policy that protects it.
Commercial growth
Channels, pipeline, targets and sales incentives tied to margin.
KPIs and OKRs
A few well-chosen KPIs on a dashboard everyone actually uses.
Operating cadence
Meetings with an agenda, an owner and a decision, so the business doesn't rely on the owner alone.
Expansion
New locations, regions and business lines evaluated before you invest.
Lenders and investors
Business plan, projections and financials organized for banks and investors.
A good plan is one the company actually executes.
That's why every initiative leaves the assessment with an owner, a target and a deadline, and comes back to the table every month.
Four phases, each with a deliverable and a deadline.
Consulting without delivery dates is just a monthly subscription by another name. Here, every phase ends with something you can put to use.
Assessment
Interviews, financials and market. You get a clear picture of the company and its priorities.
Plan
Targets, initiatives with owners and deadlines, and the budget behind each one.
Execution
Progress meetings with the KPIs on the table and every decision documented.
Evolution
Plan review, new initiatives and the company's next step up.
Grow where the margin is, not where revenue looks biggest.
- 01Margin by customer and productWho pays for growth, and who just takes up capacity.
- 02Channels and pipelineWhere to put sales effort, and where to stop.
- 03Pricing and mixPrice increases, discounts and portfolio decided with data, not fear of losing the sale.
- 04Cash to fund growthHow much working capital each additional real of sales will tie up.
The plan connects with the rest of the firm. That's why it gets off the page.
CFO as a Service
Someone tracking the plan every month, with the budget and cash position in hand.
Learn more → ConsultingTax Advisory
The tax regime and structure that make growth cost less in taxes.
Learn more → ConsultingTurnaround
For when cash, debt and operations need restructuring before growth can happen.
Learn more → TechnologyData and BI
The plan's KPIs on an up-to-date dashboard, with no manual spreadsheets.
Learn more →