SERVICES

Six places the money usually leaks.

Most of what costs a business money is not dramatic. It is a process built for a smaller company, a number nobody owns, or a cost that was set once and never looked at again. These are the six we find most often.

CASH SITTING STILL

Inventory optimization

Inventory is cash that has stopped moving. Most product businesses are financing dead stock on a credit line and have never put a number on it — because the cost is spread across carrying charges, storage, and the orders that were placed when they did not need to be.

WHAT WE LOOK AT
  • Aging and turns by product line
  • Deadstock, and what it is costing to hold
  • Reorder points and supplier terms
WHERE THE HOURS GO

Workflow design

You grew by adding people to a process designed for a smaller company. Nobody rebuilt the process, so everyone is busy and nothing is faster. The fix is rarely more staff — it is removing the handoffs where work stalls or gets done twice.

WHAT WE LOOK AT
  • How work actually moves, not how it is described
  • The handoffs where things stall
  • What should be automated, and what should simply stop
ONE VERSION OF THE TRUTH

Financial controls

Financial controls means the reporting closes on time, the numbers reconcile, and every figure has one person responsible for it — so leadership can stop arguing about whose report is right and start deciding from it.

WHAT WE LOOK AT
  • Whether the close happens on a date or when someone gets to it
  • Which numbers have an owner and which do not
  • Where the reporting and the reality disagree
REVENUE YOU ALREADY WON

Repeat revenue

You know you lost customers. You probably do not know the rate, what it cost, or which of them were preventable. Repeat revenue is the cheapest revenue in the business, and it is usually the least measured.

WHAT WE LOOK AT
  • Churn and revenue concentration
  • The point in the relationship where customers actually leave
  • Whether anyone is responsible for keeping them
WHAT YOU'RE ACTUALLY PAYING FOR

Overhead reduction

Fixed costs get set once and reviewed never. Contracts roll over, subscriptions accumulate, and rates that were competitive four years ago quietly are not. None of this shows up as a problem because none of it changes month to month.

WHAT WE LOOK AT
  • Every recurring cost and what it buys
  • Contracts that renew without review
  • What can be renegotiated, consolidated, or cut
THE OWNER TEST

Exit planning

A business that cannot run without you is worth less than one that can. Owners usually discover this six months before they want to sell, which is far too late. The gap is fixable, but it takes longer than a sale process allows.

WHAT WE LOOK AT
  • How much of the business depends on you personally
  • Whether the books would survive diligence
  • Customer concentration and what it does to a valuation

Not sure which one it is?

That is what the assessment is for. Three to five days on-site, and you get a written plan whether or not you continue.