Selected
Engagements
Two cases. The same diagnostic, applied to different starting points.
The pattern across owner-led businesses is consistent. Growth outpaces structure. The financial lens lags behind the company itself. The business operates on instinct longer than it should. Whether the goal is a successful sale, disciplined growth, recovery, or institutional capital, the diagnostic surfaces what is actually driving value and what is suppressing it.
The cases below show the work applied at two very different starting points.
When Owner Expectations and
Market Value Diverge
A sixty-year-old manufacturing business with approximately $7M to $8M in revenue. The owner believed the company was worth approximately $12M; structured valuation analysis put it closer to $6M. The gap was structural, not financial, and the work to close it has run twenty-four to thirty-six months.
Read the caseGrowth Without
the Lens to See It
A growing retail brand generating revenue across multiple channels without the financial visibility to know which channels were durable. Margins, channel contribution, and reinvestment decisions had never been examined. The diagnostic surfaces what is missing; the work makes the lens explicit.
Read the caseThe starting points differ. The underlying pattern does not.
Curious whether this pattern
exists in your business?
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