Where are you now and where do you want to be?

Example:

a business doing $2.2M per year with a $900k EBITDA was already on solid ground.

They want to get the business over $10M in 5 years.

The 2-year target is to get the business over $4M in annual revenue with $1.6M EBITDA

The 1 year plan is to get the business over the $3M with $1.2M EBITDA

The challenge is the owner dependancy.

The growth strategy was to:

Remove Owner Dependency - To do that we set up Quarterly Rocks all designed to remove owner dependancy. This allowed us to create a pathway for taking on new employees without the owner needing to train them. It allowed us to Promote a key person to the GM role. We were able to support he new GM in hiring a new key employee to handle billable work the owner was doing.

With that phase complete, we turned to adding customer acquisition channels that do not require owner effort.

9 months into the project, the business is at $2.75m revenue, $1.1m in EBITDA and removed most dependency from the owner. The owner just took his first family trip to France for 10 days without worrying about the business.

We identify your unique market position and key team members and resources for you to properly grow your company.

Do you need to de-couple marketing and sales? Or do you have one strong leader who oversees both aspets. Every company is different, and with business development being the lifeblood of your business, this is something you ned to fully optimize.

Whether you have the resources in house or you need our recommendations to business development resources, we will not leave our planning sessions without this solved.

Playbooks (Processes) that contain SOPs so that anyone can run the system, thus removing dependency on any one person.

3 Functions of every business:

Get Work: Sales & Marketing

Do Work: Operations

Get Paid: Finance & Admin

Each function in your business must have an owner. And that owner needs to proper tools and resources to develop playbooks for the processes within that function.

We provide the tools and guidance to help your leaders develop franchise level playbooks.

"A-Players Are Free" - They will grow your busienss.

We help you build and elevate your leadership team to a team full of "A-Players"

Cultural Fit: Do they really share your CORE values?

Have you even established CORE values?

Can everyone on your team tell me your core values without stumbling?

Productivity: Do they get the role, want the role, and have the capacity to do it?

This can't be guess work. It can't be accidental. It needs to be intentional. You need specific tools to help you attract, align, and retain "A-Player" team members.

"Get the right people on the bus, then get them in the right seats." - Jim Collins "Good To Great"

There are many types of business valuation. At the end of the day, no one wants to buy a job. So we provide models planning valuation as well as transfer of value - something that is massively overlooked by business owners preparing for an exit.

Enterprise Value: Multiples of EBITDA

Book Value: Assets - Liabilities

Drivers of Value: This influences the Multiple which creates enterprise value

Transfer of Value: Just because a business is valuable on paper doesn't mean that value will fully transfer to the new ownership. The businesses that tend to have the highest transfer of value are the ones that you don't want to sell.

"Only buy something that you'd be perfectly happy to hold if the market shut down for ten years" - Warren Buffett.

Roll-Ups, Bolt ons, Mergers

Again, Buffett's quote deserves repeating: "Only buy something that you'd be perfectly happy to hold if the market shut down for ten years"

We provide wall street level M&A tools for evaluating companies as well as the strategies necessary for acquisitions.

One of the biggest mistakes companies make here is to focus so much on the deal and the numbers while overlooking cultural integration of an acquired company.

There are really no "mergers", just acquisitions. One company acquires the other.

Can the team of the acquired company integrate into the parent company?

The HP acquisition of Compaq, publicly called a "merger" in 2002, is a great case study on cultural integration gone wrong, even though it was opposed pre-acquisition.

Exit & Transition Planning

Most business owners and leaders will inevitably exit the business. The list of reasons goes on.

Whether planning a transition to the next generation, taking some chips off the table, or to an acquirer in a full acquisition you need to plan far in advance for this event.

Both from an enterprise level, team level, systems and processes level, and a marketing and sales level, your business needs to not depend on you the owner. - As you see above, we ensure you're fully prepared for this by building a business that is both high in EBITDA as well as transferability of value.

Along the way, your legal team, CPA, and Financial Advisor can craft that side of your "exit strategy and transition plan".