Commercial
What changes
One system of record for pipeline truth, with agents doing the research, enrichment, and qualification behind every seller.
Cash-out
More selling hours, lower acquisition cost, and a forecast a board can underwrite.
Approach
The technology is only the power source
Every general-purpose technology has rewarded the companies that redesigned work around it. The ones that bolted it on paid for the technology and kept the old economics.
When factories first electrified, most kept the old shafts and belts and drove them with motors. The gains came in the 1920s, when plants were rebuilt around a motor on every machine, known as unit drive. Plants could go to a single story, laid out by the flow of the work.
Dell moved its direct, build-to-order model onto the web in 1996 and automated it. Blockbuster ran its website as a separate business, and its stores were not even connected to the internet.
AI is the third power source of this kind, and it is now cheap enough to put on every workflow. Custom systems that once meant a multimillion-dollar ERP program and years of implementation can now be built in months.
For the first time, the lower middle market can afford its own redesign. Companies that never re-engineered, bought at yesterday’s multiple, can be remade inside a single hold period.
The redesign is the value creation. The rest of this page is how we run it.
What gets redesigned
3 lanes, each ending in money
Operational
What changes
Processes redesigned before anything is automated, then agents absorb the manual work that adds no value.
Cash-out
More throughput from the same headcount.
Financial
What changes
Unit economics, reconciliation, and forecast instrumentation, built into every engagement.
Cash-out
A P&L visible at the unit level, which the lender sees too.
Commercial
What changes
One system of record for pipeline truth, with agents doing the research, enrichment, and qualification behind every seller.
Cash-out
More selling hours, lower acquisition cost, and a forecast a board can underwrite.
Operational
What changes
Processes redesigned before anything is automated, then agents absorb the manual work that adds no value.
Cash-out
More throughput from the same headcount.
Financial
What changes
Unit economics, reconciliation, and forecast instrumentation, built into every engagement.
Cash-out
A P&L visible at the unit level, which the lender sees too.
How it runs
5 phases, each with an artifact you keep
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Ground truth
- What happens
- We interview the people doing the work, in confidence, before any strategy is written. Findings are synthesized for the leadership team, with no names attached.
- The artifact
- A ground truth readout: what is reported, what is happening, and the gap between them.
- The risk it removes
- A plan built on what the organization chart says happens.
-
System of record
- What happens
- We put one spine under commercial, operational, and financial signals. Point tools are held or killed until the process is designed.
- The artifact
- A system of record design, with the data model, the integrations, and the build plan.
- The risk it removes
- 3 versions of revenue in 3 systems.
- In practice
- At a temperature-controlled logistics company, a paper-run operation was rebuilt on Salesforce.
-
Unit economics
- What happens
- We instrument price, cost-to-serve, and reconciliation at the unit level, so every deal, account, and SKU shows its own profit. Pricing power starts here.
- The artifact
- Account and SKU profitability, cost-to-serve, and price realization models.
- The risk it removes
- Pricing and stocking decisions made on averages.
-
Agentic layer
- What happens
- Once the process and the data are right, agents take on research, entry, follow-up, and reconciliation. Every agent has an owner, a measure, and a person who approves what it sends.
- The artifact
- Agents running in your systems, each with an owner and a measure.
- The risk it removes
- Automating a broken process.
-
Operating cadence
- What happens
- We install the weekly and monthly rhythm that outlasts us: the meetings, the numbers, and who owns each one.
- The artifact
- An operating cadence and a handover pack with KPI definitions, system documentation, and owners.
- The risk it removes
- Gains that leave with the consultant.
- In practice
- At a temperature-controlled logistics company, the operating cadence ran through the sale of the company.
This is what the next buyer pays for.
Governance
Each phase is approved before the next begins
Phase gates
Most engagements start with a fixed-fee diagnostic. Each later phase is approved against a written build proposal, under one master agreement.
The build proposal
Each one states the scope, the cost, the owner, the measure, and the stop rule.
Weekly cadence
Every week, management and the sponsor see progress and spend. Findings go to leadership first.
Stop rules
Each initiative has a stop rule, written in at the start. If it misses its measure, we stop it or change it, and you hear it from us first.
The owner’s bar
3 tests, applied before launch and after
No extra tools.
Before it starts, we name the work or software it replaces. After launch, we confirm it is gone.
Real adoption.
We measure use by the people it was built for, and we fix or stop what they avoid.
Attributable return.
We set the baseline before launch, so the gain can be traced to this work.
Working with management
Discovery is confidential. Leadership hears it first.
We work beside management, inside its operating rhythm. What the frontline tells us is synthesized, with no names attached.
We build with the people who will run the result, and we launch nothing the team will not use.
What we will not do
7 things we will not do
- Add a tool when a process change will do.
- Automate a broken process.
- Start without a measurement plan.
- Hold bad news for the next steering meeting.
- Build something you cannot own.
- Take a referral fee from a software vendor.
- Work for both sides of the same deal.
Ownership
You own everything we build
Code, models, data, documentation, and agents belong to the company. Third-party software is licensed in the company’s name.
At handover you receive the system documentation, the KPI definitions, and an owner for every process, so the improvement survives the operator.
First step
Start with a fixed-scope diagnostic
A diagnostic tells you what the systems can carry, what the redesign is worth, and what it will cost. Its fee is credited against the mandate that follows.