Turnkey, customized business architecture and solutions for any size company.
Every engagement ends the same way: a system the client’s own people run, and a documented return. Clients are not named here; the numbers are theirs and ours.
$1→$38
Every dollar invested returned thirty-eight in documented value — $27M realized on the latest engagement.
38×return on the most recent engagement — $27M realized
87×return in year one
65–70×one service model alone — $45–50M kept over five years
130×$90M+ in value identified and documented
Realized value is documented in an ROI (return on investment) and handoff record delivered to the client. Identified value is not counted until the work is done.
Weeks of cover & scorecardSee where the cash sits, then switch to the scorecard to fix it item by item.
Interactive · sample data
The proof — real results
Systems & scale
Technology, franchise support and turnarounds — at fleet scale.
The problems we solve
Swivel-chair exports and six versions of the truth
Support that doesn’t scale with the owners
A new owner or investor needs a plan that holds
What we build
System integration — point of sale, finance, workforce, HRIoT (Internet of Things) telemetry & dashboardsFranchise support & business reviewsTurnaround & M&A integrationGovernance that runs without us
2,300locations and 20K+ field personnel supported centrally
38×return on the latest engagement — $27M realized
Integration mapFlip from disconnected to integrated. Tap a system.
Interactive · sample data
Business review scorecardScore an owner on six pillars — get the tier and the action plan.
Interactive · sample data
Turnaround roadmapStep through the phases and watch the scorecard move.
Interactive · sample data
The proof — real results
Startups & small business
The first location matters as much as the six-hundredth.
Technology & professional services · Kentucky · national
A technology-improvement firm, from formation to a large-company contract
Helped start the LLC (limited liability company) — plan, structure and strategy — then built the proposition behind its contract win for installation and professional services with a large company.
Consumer products · national
A small cosmetics brand, taken national through vending
Built national reach for a cosmetics startup through vending machines — placement, stocking and running the network.
Mental health · Colorado
A psychiatric nurse practitioner’s practice — from entity to open for booking
Entity and provider enrollment, malpractice, insurance credentialing, email that meets HIPAA (Health Insurance Portability and Accountability Act) rules, a booking website, e-prescribing and a review of Colorado’s AI (artificial intelligence) in healthcare laws.
Travel & hospitality · Texas
A luxury and premium travel-experience company
Business architecture, value proposition and operating model for a luxury and premium travel-experience startup.
Consulting · four startups
Four consultancies, four founders — recruiting, training, project management and an independent practice in Tennessee
Four practices launched: the business architecture, offer, operating model and go-to-market for each founder.
Retail franchisee · Minnesota
A small retail franchisee, rebuilt around process and a plan
Process improvement, budgeting and planning for a small retail franchise operator.
$18Madded to the annual top line, across 28 stores
28 storesopen in 24 months, from idea · ~400 employees
68,000new customers
$30Kfour-wall EBITDA contribution, first month live
≈ $9.9Mkept a year
The problem
A multi-brand automotive service network needed a faster way to win and keep new guests.
What was built
The concept and the build: the service standard, SOPs (standard operating procedures), a training and certification app, the labor model, the tool kit and the opening playbook — run as a one-person strategy and business-innovation function. From idea to 28 stores operating in 24 months.
Who runs it
The store and field operating teams — day to day, without us.
The return
$30K four-wall EBITDA (earnings before interest, taxes, depreciation and amortization) in month one. 35% guest retention vs 15–18% for service-only stores; 35% new guests; $45–50M kept over five years.
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Workforce
The labor standard
$16.5M2026 labor shortfall avoided
The problem
Labor cost was rising faster than customer visits, with no shared standard for staffing.
What was built
A weighted-visit-count labor model, the weekly labor review that governs it, and the incentive plans tied to it. Rebuilt the workforce management team around it.
Who runs it
District and area managers, every week.
The return
The shortfall avoided, stated by the chief executive; the standard now runs without us.
Need something like this?
Franchise operations
A franchise support platform — built, then scaled
~$1Bfranchise system revenue, 800+ units
The problem
A national franchise system needed support that scaled with its owners.
What was built
The franchise training catalog, the support structure, the Franchise Business Review and a 15-person team of account managers, business consultants and trainers.
Who runs it
Account managers and consultants, with ~6,000 site visits a year feeding a 360 business review.
The return
Roughly 500 to 800 stores through 18 consecutive years of same-store sales growth; ~200 new units opened.
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Telemetry · IoT (Internet of Things) platform
Speed of service, measured for the first time
28stores live · live on the platform
The problem
Leaders could not see bay speed, wait time, blocked bays or drive-offs until the day was over. Speed was the product, and there was no instrument for it.
What was built
A computer-vision IoT platform in the service bays. It tracks speed of service, matches invoices to service records and shows bay occupancy live. Built end to end: architecture, security review, vendors, hardware, a twice-daily data pipeline, store and market rollups, alerts and a daily results email.
Who runs it
It runs itself. The data refreshes twice a day on its own; alerts and the daily results email go straight to market and area leaders.
The return
A 20-minute standard measured daily, store by store. Business case: ≈ $774K revenue and $211K EBITDA (earnings before interest, taxes, depreciation and amortization) per store per year — ≈ $5.9M EBITDA a year at 28 stores at full realization.
Need something like this?
Support operations
The support backbone for ~2,300 locations
$2M+recovered from a supplier
The problem
Company and franchise stores across three banners needed one support model.
What was built
Help desk, product support and claims, a 24-hour command center, franchise technology and new-store installation — and the tool stack behind them.
Who runs it
Tiered support teams and an operations-excellence field team.
The return
A supplier forced to fix a defective design; an oil-evacuation program set against an $11M claim line.
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Guest acquisition
A deal-marketplace acquisition channel
$1.55Mredeemed
The problem
The network needed new guests without discounting its core menu.
What was built
The offer structure across seven brand deals, the store redemption process, tracking, and the pricing defense.
Who runs it
Store teams, on a process they could run at the counter.
The return
19,610 transactions; 34.8% new guests.
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Technology · integrations
The systems behind the store, connected
1,600stores through network upgrades and cutovers
The problem
Store, franchise and corporate teams ran on disconnected systems — point of sale, workforce, service desk, finance and reporting — with upgrades that had to land without closing a store.
What was built
Integrations and rollouts across the stack: point-of-sale testing and proofs of concept, ServiceNow and the NICE contact-center suite, SAP S/4HANA and SAP Analytics Cloud, UKG Dimensions from Kronos, Paradox recruiting across applicant systems, a bulk budget upload into Paycom the platform did not offer, Power BI workspaces, hardware asset management, a wireless card-reader depot, and cloud-hosted operating tools.
Who runs it
Help desk, the network operations center, master data and the field-experience team — cross-trained on both operations and technology.
The return
1,600 stores through network cutovers and ~800 servers upgraded without closing the doors; one tool stack serving company and franchise locations.
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Inventory
The assortment and replenishment engine
$8.84Mdead stock found
The problem
Store shelves did not match local demand.
What was built
An assortment scorecard and recommended-quantity engine measuring $69.2M of inventory, and the inventory standard process of record.
Who runs it
Category management and store teams.
The return
Dead stock found and priced line by line, with a recommendation for each.
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Change governance
A change council that runs without us
One gatefor every change reaching the stores, network-wide
The problem
Initiatives from every department were landing on the stores at once, competing for the same managers, hours and attention, with no single place deciding what mattered most.
What was built
A governing council, eight operating tenets, one intake and routing path, and a weekly cadence that decides what goes, what waits and what stops.
Who runs it
Co-chairs across communications, process and operations. It runs week to week without us.
The return
Leadership sets priorities in one room, and stores get change in a planned sequence instead of all at once.
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Employee experience
A communications platform for 10,000 people
3months from direction to launch
The problem
A 10,000-person workforce across two countries had no shared channel.
What was built
A white-label platform — design, function and rollout — with owners trained to run it.
Who runs it
Owners and leads inside each operation.
The return
One channel to every employee, launched in a quarter.
Consultants