Business performance for
owner-led companies
$2.5M to $75M.

A 360° review across financials, operations, sales, marketing, people, systems, customer concentration, service quality, pricing, workflow, reporting, and growth constraints. Output is a prioritized roadmap. The natural starting point for most engagements — and often the only diagnostic an owner has ever had done by someone with senior operating experience.

Market positioning, product or service mix, customer segmentation, competitive differentiation, growth priorities, and where to play vs. where not to. For small businesses, this isn't a 50-page deck — it's getting honest about what you do best and aligning everything else with that.

Sales process design, account management, referral programs, customer outreach, quote follow-up, win/loss review, CRM discipline, and customer retention. For owner-led companies that have grown to date on relationships and want to build a sales motion that doesn't require the owner to close every deal.

Website, Google Business Profile, local SEO, customer reviews, messaging, service pages, lead capture, reputation signals, and basic content strategy. The goal is matching online presence to the actual quality of the business — not running a marketing campaign.

Job profitability, estimating discipline, price lists, minimum charges, change orders, warranty leakage, discounting, freight, rework, and unbilled extras. Pricing is consistently the most underserved function in $5M–$75M businesses — and almost always reveals 200–500 basis points of margin sitting in plain sight. CPP-certified pricing background.

Dispatch, scheduling, job tracking, handoffs, work orders, SOPs, service workflow, customer communication, and quality checks. The work that turns informal habits into repeatable processes — which is what allows the business to grow without breaking and to be sold without depending on the owner.

Sales compensation, technician and crew incentives, manager bonuses, performance scorecards, role clarity, and accountability cadence. Documented track record of compensation redesigns producing 20–30%+ improvements in the metrics they're tied to — from a 7-location restaurant chain to a €1.5B global manufacturer.

P&L structure, gross margin by job/customer/service, cash flow visibility, KPIs, owner dashboard, budget vs. actual, forecasting. The goal is reporting that explains what's happening and why — not more data, more dashboards, or more software. Most owners don't need better tools; they need clearer information.

CRM, accounting, dispatch, scheduling, job costing, estimating, reporting, integrations, and process discipline around tools. I'm not implementing software for you — I'm diagnosing what's needed, what's missing, what's redundant, and how it should be configured to actually run the business.

Reducing founder dependency, delegation frameworks, second-layer leadership development, operating rhythm, management meeting cadence, and decision rights. The work that turns a business that needs you into a business that doesn't — which is the prerequisite for both growth and exit.

"I evaluate businesses for acquisition through Rospex Holdings. I know exactly what serious buyers look for, what kills deals in diligence, and what drives the difference between a $3M and a $5M offer on the same business. That perspective is what I bring to owners who are preparing to sell."

Phase 1 — Valuation & Buyer-Perspective Assessment. Baseline valuation using SDE and EBITDA multiples, multiple drivers analysis, revenue quality and customer concentration review, EBITDA normalization and add-back identification, diligence risk mapping — what a buyer will find before they find it.

Phase 2 — Business Diagnostic from a Buyer's Lens. Financial record review and presentation quality, owner dependency mapping, key person risk beyond the owner, revenue sustainability assessment, operational risk identification, systems adequacy for diligence.

Phase 3 — Value Enhancement (12–24 month runway). Financial reporting cleanup, pricing and margin improvement, revenue quality improvement (contracts, recurring revenue), operational documentation (SOPs, process maps), management depth development, growth story documentation, customer relationship formalization.

Phase 4 — Sale Process Preparation. Buyer-ready information package, financial model structure, deal structure education, broker selection guidance, buyer type strategy, diligence readiness checklist.

Engagement formats: 90-day Sale Readiness Audit (for owners going to market soon) or 12–24 month Value Enhancement Program (for owners with longer runway).