Engagement approach

Designed around the owner’s calendar

We assume you are still running the firm while we work. Sessions are booked in advance, materials arrive early, and we avoid inventing workshops that exist only to fill a slide count.

Stages of a growth planning engagement

1. Fit and scope — a conversation about the decision, timing, and whether a full plan, a review, or sessions is the right instrument.
2. Letter of engagement — fees, inclusions, confidentiality, and who sponsors the work inside your firm.
3. Discovery — interviews, document review, and optional site time to see delivery realities.
4. Options and pressure-testing — working sessions that put cash, people, and owner load against each proposed path.
5. Written plan and handover — a growth thesis, priorities, and a briefing you can reuse.

What “good” looks like at the end

You can name the markets you will pursue and those you will not. Managers know their near-term workstreams. The owner’s personal role for the next year is explicit. Outstanding legal or tax questions are listed for the right specialists — not buried inside our advice.

When we step back

If the firm needs insolvency counsel, an active employment dispute dominates, or you want someone to operate the business rather than advise, we will say the engagement is not the right tool and point you elsewhere where we can.