Areas of expertise
Profit, cash, customers, capacity and leadership are connected. We look across them to understand the problem, then focus on the areas where change is most worthwhile.
How we work across them
These areas are connected, and so is the work. A pricing problem shows up as a cash problem, a people problem shows up as an execution problem, and the real constraint on performance rarely sits where you would first look. That is why most engagements start with a Commercial Assessment that reads across every one of these areas at once, finds the one or two things actually holding the business back, and sizes what fixing them is worth.
From there we focus on the few areas that will move performance and value the most, and we stay involved until the change shows up in the numbers. Each area below links to a free tool you can use right now to get a first read on your own business.
A growing business can still produce a disappointing result. We examine profit by product, service, customer and channel, then work through pricing, sales mix, cost to serve and the terms on which work is won.
Questions we help answer
Which work earns its place? Where are margins changing? Which customers or services need a different approach?
We establish a usable baseline, develop forecasts and examine how decisions affect earnings, cash and funding requirements. The purpose is to make the next decision clearer, with the assumptions visible.
Questions we help answer
What can the business afford? Where is cash tied up? What changes if growth, costs or timing differ from plan?
We examine the offer, target customers, acquisition channels, sales process and retention. The focus is profitable demand that the business can serve well.
Questions we help answer
Why do customers choose us? Which channels pay their way? Where are enquiries or customers being lost?
We look at how work moves through the business, the capacity available and the points where delays, exceptions or rework add cost. We help clarify the processes and responsibilities that need to change.
Questions we help answer
What limits output? Why does quality become harder to maintain as volume grows? Where would extra capacity help?
We help the leadership team choose a workable number of priorities and translate them into owned initiatives, measures and regular decisions about progress.
Questions we help answer
What should happen first? Who is responsible? What needs to stop so the important work can proceed?
We examine the decisions, relationships and knowledge concentrated in the owner or a few key people. The work builds the authority, capability and information others need to take responsibility.
Questions we help answer
What keeps coming back to the owner? What can move now? What needs developing before it can move safely?
We help owners strengthen the earnings, management and evidence that support a future sale or handover. Where useful, we consider an indicative value range and the assumptions behind it.
Questions we help answer
What would a buyer or successor need to understand? Which risks can be reduced? What can reasonably change within the time available?
For established RTOs, we examine qualification and cohort economics, acquisition, trainer capacity, student progression and the information management needs to run the business.
That's the point of a Commercial Assessment. It's a fixed-scope, fixed-fee review that reads across the whole picture and tells you where to start.
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