There are six services on this site, but they are not a menu to pick from at random. They are stages and tools of one method: measure the value drivers, plan the work, build the improvements, then prove them over time. The value-driver assessment is the usual starting point, because it tells you which of the other five deserves your attention first.
If you only read one thing on this page, read this: the right service is the one aimed at your lowest-scoring driver that you can realistically move in the time you have. A company with thin margins and five years ahead of it needs a different start from a company with strong margins, a sale in mind and an owner who still signs every quote.
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Value-driver assessment
A scored, written read of the eight drivers that decide what your company is worth to an owner, a lender or a buyer.
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Value-creation plan (2–5 years)
A sequenced multi-year plan with a 100-day start, named owners for each initiative and a quarterly re-score.
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Margin and EBITDA improvement
Find where gross margin and overhead leak, fix pricing and job mix, and make the earnings explainable.
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Recurring revenue design
Turn one-time sales into service agreements, memberships and contracts that renew on their own.
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Owner dependency and management depth
Move decisions, relationships and know-how off the owner and onto a second layer that can run the company.
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Pre-sale readiness and handover
When the value is built and you choose to sell, a clean handover to the group's exit work at Sedighi.ca and BizSell.ca.
Value-driver assessment
The assessment is a scored, written diagnostic of the eight drivers that decide what an owner-led company is worth. It answers the question, "Where is value being lost, and how much does each problem matter?"
Choose it first if you have never had an outside, structured look at the business, or if you are about to spend real money on a growth plan and want to know it is aimed correctly. It is usually scoped as a fixed project. Read about the assessment.
Value-creation plan (2–5 years)
The plan turns the assessment into a sequenced programme: a 100-day plan with three to five initiatives, a year-by-year roadmap, named owners and one measurable target per initiative, with a quarterly re-score.
Choose it when you know what needs to change and want a disciplined way to make it happen while running the company day to day. Read about the plan.
Margin and EBITDA improvement
This is focused work on gross margin, pricing, job and product mix, overhead and the add-back discipline that keeps earnings explainable. It is often the fastest driver to move and the one every other improvement is measured against.
Choose it when the business is busy but profit does not reflect it, or when you cannot say with confidence what the company truly earns. Read about margin and EBITDA work.
Recurring revenue design
We design and launch revenue that renews: service agreements, maintenance plans, memberships and multi-year contracts. Revenue that repeats is usually valued more highly than revenue that has to be won again every year.
Choose it when most of next year's revenue has to be sold from scratch, or when your existing agreements are loosely written and poorly renewed. Read about recurring revenue.
Owner dependency and management depth
This service moves decisions, customer relationships and know-how from the owner to a management layer, and builds the accountability that lets that layer run the company.
Choose it when you are the bottleneck for pricing, hiring, key customers or problem-solving, or when you could not take a month away without revenue dipping. Read about management depth.
Pre-sale readiness and handover
When a sale becomes a real option, this service checks that the value you built is documented and visible, then hands the transaction work to the group's exit practice at Sedighi.ca and BizSell.ca.
Choose it in the final stretch of a plan, usually 12 to 24 months before you would want to start conversations with buyers. Read about pre-sale readiness.
A quick way to decide
| Your situation | Start with |
|---|---|
| No outside view of the business yet | Value-driver assessment |
| Clear problems, no structure to fix them | Value-creation plan |
| Busy, but profit is thin or unclear | Margin and EBITDA improvement |
| Revenue resets to zero every January | Recurring revenue design |
| Everything runs through you | Owner dependency and management depth |
| Value built, sale possible within two years | Pre-sale readiness and handover |
How engagements are priced
Services are scoped using the group's published consulting rates: hourly advice, fixed-scope projects and monthly retainers, in Canadian dollars plus the GST/HST of your province (GST and QST in Quebec). The figures are on our pricing page. Our guides cover each driver in more depth if you would like to work on some of this yourself first.
Frequently asked questions
Can I skip the assessment and go straight to margin work?
You can, and some owners with a clear, single problem do. The risk is fixing a driver that is not the one costing you the most value. A short assessment usually pays for itself by stopping work on the wrong thing.
Can several services run at once?
Yes, and in a multi-year plan they usually do, but in sequence. Margin and records work tends to come first because every later improvement is measured against clean numbers.
Do you implement, or only advise?
Both, within limits. We design, coach and track, and on a retainer we work alongside your team on the initiatives. Your people own the results, because a buyer or lender will want to see that the company delivers them without us.
Which service suits a company that is not planning to sell?
The assessment, the plan, margin work and recurring revenue all pay off for an owner who intends to keep the company. Pre-sale readiness only matters once a sale is a real option.