CLIENT RESULTS
Real Businesses.
Real Numbers.
Every business here was already succeeding when we started. The question in each case was the same: how much more should this be returning, and what needs to change to get there.
3.6x
Average net profit increase across all clients and all industries.
4x
Average improvement in exit value for clients who completed the full engagement.
$0
Additional spend on marketing, new hires, or outside specialists.
COMMERCIAL PRINT
From $91K - $431K Profit
REVENUE
$910K - $1.38M
NET PROFIT
$91K - $431K
NET MARGIN
10% - 31%
The owner had built something real. Revenue was solid, clients were loyal, and the reputation was strong. The problem was that every client, every quote, and every problem ran through him. The business was running, but it was running him.
We installed pricing architecture that reflected what specialist print delivery is genuinely worth, repositioned the business to attract higher-value government and political work, and built the operational layer that let the owner step out of the day-to-day. No new marketing spend. No additional headcount beyond what was already in place.
Revenue moved from $910,000 to $1,383,758. Net profit moved from $91,000 to $431,000. Net margin moved from 10% to 31%. The owner stepped back. The business kept growing.
CORPORATE EVENTS
From $84K - $252K Profit
REVENUE
$700K - $980K
NET PROFIT
$84K - $252K
NET MARGIN
12% - 26%
Good reputation. Steady clients. And an owner quietly exhausted by the gap between the quality of work going out and what the business was returning. That gap had been there for years.
We repositioned the business around technology and financial services clients, rebuilt pricing to reflect what specialist event delivery is actually worth, and installed a client value program that extended relationships and added a content upsell. A structured referral system across venues, complementary suppliers, and corporate EAs brought in higher-quality work without a marketing budget.
Revenue moved to $980,000. Net profit moved from $84,000 to $252,000. Net margin from 12% to 26%. The owner stopped running every project and started running the business.
HOME CARE
From $1.6M - $2.05M Profit
REVENUE
$910K - $1.38M
NET PROFIT
$160K - $465K
NET MARGIN
10% - 23%
Full client roster. Solid reputation. Experienced team. The owner was working six days a week and taking home $160,000. For a business generating $1.6M in revenue, that is not a return worth sustaining indefinitely.
We repositioned the agency as a dementia and Alzheimer's specialist, rebuilt the pricing model around what specialist care commands in the Southern California market, and implemented a client value program that moved average client tenure from 7 months to 11 months. A referral system anchored in neurologist offices, geriatric care managers, and memory care facilities drove consistent, high-value new business.
Revenue moved to $2,050,000. Net profit moved from $160,000 to $465,000. Margin from 10% to 23%. The owner moved from six days a week in the business to three.
GRAPHIC DESIGN
From $172K - $410K Profit
REVENUE
$1.15M - $1.53M
NET PROFIT
$172K - $410K
NET MARGIN
15% - 27%
The business was good. The clients were excellent. The income was comfortable. But comfortable had become the ceiling. The owner had built two decades of genuine specialist expertise in professional associations and membership bodies, and was capturing less than a fraction of what that expertise was worth.
We repositioned the studio around that existing niche, rebuilt pricing around outcomes rather than hours, and converted reactive project clients into annual retainer relationships. The systems installed also allowed the owner to step back from running every project without quality slipping.
Revenue moved from $1,150,000 to $1,529,500. Net profit from $172,500 to $410,000. Margin from 15% to 27%. More profitable, more predictable, and less dependent on the owner being in the middle of everything.
FACILITIES SERVICES
From $189K - $485K Profit
REVENUE
$2.1M - $2.57M
NET PROFIT
$189K - $458K
EXIT VALUE
$360K - $1.38M
The business was profitable and well established. Eleven years of operation, a solid contract base, good reputation. The owner knew it could do better on profit. What he did not expect was the picture of what the business was actually worth at exit, and how far that number was from what he had in mind.
We rebuilt the margin structure, repositioned the business around healthcare and medical facilities to command compliant service premiums, extended and formalized the contract portfolio, and installed the management layer that removed the owner from day-to-day operations. The same work that improved profit also made the business transferable.
Net profit moved from $189,000 to $458,000. The exit multiple moved from 1.9x to 3.0x. The business sold for $1,375,000. The owner was not required to stay.
ELECTRICAL CONTRACTOR
From $158K - $437K Profit
REVENUE
$1.75M - $2.09M
NET PROFIT
$158K - $437K
EXIT VALUE
$315K - $1.3M
The business had been running well for fourteen years. Solid pipeline, experienced crew, good reputation. Then an unsolicited approach arrived from a buyer. The number they put on the table was fair for what the business was. It was not fair for what fourteen years of building something had produced.
We rebuilt the estimating and pricing model, repositioned the business around commercial property management clients who wanted a single trusted contractor across their portfolio, and created a preventive maintenance program that converted eight project clients into annual contracts worth $144,000 in recurring revenue. That recurring revenue changed what a buyer was acquiring.
Net profit moved from $158,000 to $437,000. The exit multiple moved from 2.0x to 3.0x. The business sold for $1,311,000. The owner was not required to stay.
PEST CONTROL
From $154K - $356K Profit
REVENUE
$1.4M - $1.6M
NET PROFIT
$154K - $356K
EXIT VALUE
$275K - $1.0M
The business had been running well for twelve years. Good reputation, steady contracts, reliable renewal. The owner replied to one of our emails because a single line in it described something he had been thinking about for two years but had never acted on. When we looked at the numbers, the picture was more complicated than the surface suggested. Forty percent of revenue came from a single client with no formal contract. That one fact was suppressing the exit value more than anything else in the business.
We repositioned the business around food manufacturing and processing clients requiring audit-ready IPM documentation, rebuilt pricing across the entire contract portfolio, converted informal client arrangements into formal annual agreements, and reduced the concentration client from 40% to under 22% of total revenue as the broader book grew.
Net profit moved from $154,000 to $356,000. The exit multiple moved from 1.8x to 3.0x. The business sold for $1,068,000. The owner was not required to stay.
IT SERVICES
From $1236K - $361K Profit
REVENUE
$1.4M - $1.72M
NET PROFIT
$126K - $361K
EXIT VALUE
$252K - $1.6M
Twelve years in business. Loyal clients. A capable team. The owner was the reason all of it worked, which was also the reason none of it was worth what he had built. Informal support agreements, no formal contracts, and every significant client relationship running through one person. The honest exit value was $252,000.
We repositioned the business around professional services firms with compliance and security requirements, rebuilt pricing to reflect what specialist IT support is genuinely worth, and converted informal client arrangements into contracted managed services agreements representing 50% of total revenue. The management layer installed meant the business ran without the owner at the center of it.
Net profit moved from $126,000 to $361,000. The exit multiple moved from 2.0x to 4.5x. The business sold for $1,624,500. The owner was not required to stay.
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