Operations and growth
We fix the bottleneck, then the growth follows
We work beside owner led companies to untangle the daily work, pick the next two bets and leave a report the team can read on a Monday.
Our clients
Trusted by operators in manufacturing, clinics, freight and field services
Brightfold Labs
Calder Freight
Norwich Dental Group
Kestrel Fabrication
Arden Field Services
Poplar Health
Tidewater Marine
Brightfold Labs
Calder Freight
Norwich Dental Group
Kestrel Fabrication
Arden Field Services
Poplar Health
Tidewater Marine
Where it breaks
The constraint is rarely the thing everyone argues about
Most teams can name the symptom by heart. Finding the actual constraint takes a week of numbers, two days of floor time and some blunt questions.
- Queue blindness. Nobody can say what work is waiting or who is holding it.
- Margin drift. Prices sat still for three years while input costs did not.
- Owner dependency. Every decision over a thousand dollars routes back to one desk.
Missed quotes
Thin margins
Slow hiring
What we do
Three engagements, one aim: fewer surprises
Operations review
Four weeks inside the work: a ranked fix list, an operating map and the numbers to watch.
Growth planning
Where the next dollar of revenue comes from, what it costs to win and who owns it.
Leadership rhythm
The weekly meeting, the one page report and the habits that keep both alive.- 1
Week one: the read
We sit with your numbers, your calendar and three of your people. No slide deck, no survey.
- 2
Week two: the map
One page that shows where work waits, what the wait costs and which fix pays for itself first.
- 3
Weeks three and four: the build
We install the routine, the report and a named owner for every number on it.
- 4
Quarterly: the check
A half day review that keeps the plan honest long after we have left the building.
Two days on the floor beat a month of calls.
The constraint hides in the queue.
The firm
A small firm, senior people only
18 yrsMedian operating experience per partner
46Engagements delivered since 2019
9 wksTypical time to the first measured fix
Figures are illustrative and shown to demonstrate this design.
Fees, plainly
What it costs to work with us
01
Operations read
- Four week teardown
- Ranked fix list with payback
- One page operating map
$14,500per engagementStart here
02
Growth plan
- Market and margin read
- Twelve month revenue plan
- Quarterly checkpoints
$22,000per engagementStart here
03
Embedded partner
- Two days a month on site
- Standing leadership rhythm
- Direct line to a partner
$6,800per monthStart here
Illustrative fees for this design demonstration. Real engagements are scoped after the first call.
Who we serve
Industries where the floor matters more than the deck
Manufacturing
Dental groups
Field services
Freight
Clinics
Retail
Nonprofits
Equipment dealers
Client words
What owners say after the first quarter
They found the constraint in nine days, and it was not the one we had been arguing about for a year. The fix cost us a software licence and one changed handoff.Dana Whitcomb, Owner, Kestrel Fabrication (illustrative)
Our weekly meeting used to run ninety minutes and settle nothing. It now runs twenty five and ends with owners and dates on the board.Marcus Feld, Managing partner, Norwich Dental Group (illustrative)
The pricing work paid for the whole engagement in one quarter. What stayed with us was the report, which we still build every Monday morning.Priya Raman, Chief operating officer, Calder Freight (illustrative)
Halden did not hand us a strategy binder. They sat on the floor for two days and then changed how the queue was run.Elliot Shaw, General manager, Arden Field Services (illustrative)
They found the constraint in nine days, and it was not the one we had been arguing about for a year. The fix cost us a software licence and one changed handoff.Dana Whitcomb, Owner, Kestrel Fabrication (illustrative)
Our weekly meeting used to run ninety minutes and settle nothing. It now runs twenty five and ends with owners and dates on the board.Marcus Feld, Managing partner, Norwich Dental Group (illustrative)
The pricing work paid for the whole engagement in one quarter. What stayed with us was the report, which we still build every Monday morning.Priya Raman, Chief operating officer, Calder Freight (illustrative)
Halden did not hand us a strategy binder. They sat on the floor for two days and then changed how the queue was run.Elliot Shaw, General manager, Arden Field Services (illustrative)
Case studies
See all work
Work we are allowed to talk about
