Results, not promises.

The Challenge

A 6-location specialty retail group was growing revenue but losing margin. Inventory systems were manual, staff turnover was above 40%, and the founder was personally managing vendor relationships across all locations.

Our Approach

We conducted a full operational audit across all six locations, mapped every workflow, and identified three critical failure points: inconsistent purchasing, no centralized inventory visibility, and a compensation structure that rewarded tenure over performance. We redesigned the operating model from the ground up.

The Challenge

A 12-person professional services firm had strong revenue but no financial visibility. The partners couldn't answer basic questions about profitability by client, utilization rates, or cash runway. A planned expansion was stalled because no one trusted the numbers.

Our Approach

We built a financial operating system from scratch — a rolling 13-week cash flow model, client-level P&L tracking, and a utilization dashboard the partners could actually use. Then we stress-tested the expansion plan against three scenarios and built the go/no-go framework.

The Challenge

A hospitality group with three concepts was spending aggressively on marketing with no measurable return. Each location had a different brand voice, inconsistent pricing strategy, and no customer retention program. Revenue was flat despite increased spend.

Our Approach

We audited all three concepts, identified the one with the strongest unit economics, and built a unified brand architecture that allowed each location to maintain its identity while sharing a coherent positioning. We cut marketing spend by 30% and redirected it to channels with measurable ROI.

The Challenge

A direct-to-consumer brand had grown quickly but was dangerously dependent on a single overseas manufacturer. Lead times were unpredictable, quality control was inconsistent, and the brand had no leverage in negotiations. One bad season could have been catastrophic.

Our Approach

We mapped the full supply chain, identified three qualified alternative manufacturers, and ran a parallel sourcing process while renegotiating terms with the existing supplier. We also designed a quality control protocol and built a 90-day inventory buffer into the operating model.