For the advisors your clients already trust.
This page exists because referring anyone is a risk to your relationship, not ours. It is the information you would ask for before making the call.
In short
- We work inside the company. We do not buy it.
- No equity, no ownership, no brokerage.
- Three to six companies at a time, $3M to $20M in revenue.
- Your work with the client stays yours.
The gap you already see
Someone named this seat before we did.
The Exit Planning Institute’s own research describes a missing role in the advisory market — not a missing transaction, a missing operator.
“The missing advisor is the value growth advisor. The value growth advisor would focus on the business improvement path for the owner.”
Exit Planning Institute, National State of Owner Readiness research
That is the seat we sit in. It is not your seat. The accountant, the banker and the attorney each hold a relationship and a discipline we have no claim on — and in most owner-led companies, the accountant is the one the owner calls first.
86%
of business owners name their accountant a trusted advisor
31%
rank the accountant first among their external advisors — ahead of every other outside professional
Scope
What we do, and what we stay out of.
What we do
- Work on site inside the company, alongside the owner’s team, for several years.
- Rebuild how the business runs: pricing and estimating, a real management layer, reporting the owner can trust, and practical automation.
- Reduce how much of the company depends on the owner personally.
- Take part of our compensation on results, measured against the client’s own baseline.
What we do not do
- Buy businesses, take equity, or ask for a board seat.
- Broker a sale or earn a fee on one.
- Tax, audit, valuation, financing, or legal work. Those stay with you.
- Take over the client relationship. It was yours before us and it stays yours.
Fit
What a good referral looks like.
We take on three to six companies at a time, so the honest answer is often no. These are the ones where it is usually yes.
- $3M to $20M in revenue, profitable, and in Texas.
- The owner is the bottleneck and already knows it.
- The owner wants the company to run better, not to sell it this year.
- There are a few people on the payroll who could hold more responsibility than they currently do.
- Mechanical contracting, manufacturing, distribution, trucking, professional services, medical and dental.
Where we are the wrong call
- A company in genuine financial distress. That is a turnaround, and it is a different trade.
- A business already inside a sale process. The timeline cannot accommodate us.
- An owner who wants a part-time COO on a twelve-month retainer. That is a real need, and it is not what we do.
Risk
There is a defined off-ramp, which is what makes referring safe.
The first phase is a bounded look at the business that ends in a written plan. Either side can stop there, and no multi-year commitment exists until both sides sign one.
If we are not the right firm, we say so early and we say why. That is usually in the first few weeks, before your client has spent real money or told his people anything.
With the client’s permission, we will tell you what we found either way. You made the introduction; you should not learn how it went from your client.
Something you can hand a client
The Owner Dependence Score.
Thirteen questions, about six minutes, no sales call attached to it. It gives an owner language for a problem he has been describing as “I’m just busy.” Chris or Kourosh reads every result.
Have a client in mind? Call and describe the business.
No pitch deck, no forms for your client to fill out. A conversation between two people who both have something at stake in the outcome.