You grew. Your margins and calendar didn’t.
Revenue is up and the business somehow feels worse. That’s not a sales problem; it’s what happens when volume outruns your processes, your team, and your view of the numbers.
The Growth Acceleration Roadmap finds what’s taking the money and the time, and give you the three fixes that matter the most.
WHAT YOU MAY BE EXPERIENCINGSound Familar?
You had a good year. More projects, bigger orders, more revenue than you’ve ever done. And yet, the bank account doesn’t reflect it, you’re working more hours than you were at half the size, and you couldn’t say with confidence which parts of the business are actually making money.
This is a hard year to be growing.
What you pay for goods keeps moving - tariffs, freight, materials - and the price you quoted six months ago doesn’t cover what you’re paying today. Customers who used to decide in two weeks are taking two months, so cash sits in inventory and work-in-progress longer while the bills stay on the same schedule. And everyone has an opinion about what AI should be doing for your business, but nobody can tell you where it would actually save you a dollar.
So you’re financing your own growth off your balance sheet (often on a credit card), while the systems you built at sub $1M try to carry double or triple the business.
If it feels like you’re doing more business but keeping less of it, you’re not imagining it.
At this stage, growth doesn’t fix the underlying foundation, it magnifies the fundamentals. A markup that’s two points too low costs you a little at $1M and a lot at $3M. A process that lives only in your head is manageable at a few orders a month and impossible at more. All the problems you had last year are still there; it just got more expensive.
That’s what the Growth Acceleration Roadmap is for.
WHAT ACTUALLY HAPPENSHow the Growth Acceleration Roadmap works
1 - Full business analysis
You fill out the questionnaire and share your numbers. A detailed intake across sales, pricing, operations, financials, tools, and team including your P&L, balance sheet, cash flow statment, and however your org is currently structured. This is the part that requires some time, honesty, and real documents, but it makes the output worthwhile.
2 - Review session
We spend 60 minutes together. I come with questions, not a presentation. We go through what I’ve found, I follow up on the places the numbers don’t explain themselves, and we align on what matters most before I present a recommendation.
3 - Your roadmap delivered
A full written assessment, your three priority areas with the reasoning behind each, a 90-day action plan with specific steps, and a video walkthrough so you can hear me talk through it rather than decode a file. No 80-slide deck. The kind of readout you’d want from a partner, not a vendor.
WHAT I TEND TO FINDEvery business is different, but at this stage, the findings cluster in 3 places:
You’re underpriced, and you know it.
Not by a lot, but by 2 or 3 points of markup, or a rate you set when you were smaller and never reset. At your volume, a few points is the difference between a good year and a great one.
The business runs on what’s in your head.
No documented process for how an order moves from approval to vendor payment to invoice. No standard operating procedures for the most time consuming workflows. Which means hiring is not an option as you would have to do the training, and the business stalls when you’re unavailable.
Your bank balance is your reporting.
No view of profitability by product or project or channel. It’s hard to find monthly numbers you trust. Expenses that grew with revenue and never got questioned. You aren’t clear on the numbers to understand how well your business is doing.
They are connected. The financial clarity is usually what unlocks the pricing confidence, and the process work is what lets you grow without adding hours.
WHY WORK TOGETHER
Why founders trust me
I spent my career on exactly this problem, at a much larger scale. As an executive at Hudson’s Bay Company, I led private brand merchandising and global sourcing across Saks Fifth Avenue, Saks OFF 5TH, Lord & Taylor, and Hudson’s Bay, which is to say I spent years on pricing, markup, and buying goods, professionally, at volume. Before that I was a strategy consultant at Booz & Company, and started out in investment banking and private equity, so I have experience on the financial side as well.
Here’s why that matters to you: most advisors who are good at numbers have never run operations, and most who are good at operations can’t read your P&L.
You get that experience sized for a founder-run business, from someone who will tell you the truth thoughtfully and kindly.
QUALIFICATION
The Growth Acceleration Roadmap is built for you if…
5
You’re doing roughly $2-5M in revenue and revenue has meaningfully grown in the last 18 months
1
A significant share of that revenue flows through materials, inventory, or procurement - you buy things and resell them, marked up
2
Margin, cash, or your own time got worse and you’re not sure what to fix first
3
Everything still routes through you
4
You’re willing to open up the numbers and be honest about what’s hard
It’s probably not the right fit if…
Your main problem is that not enough people know you exist. That’s a demand problem. It’s real and solvable, but it’s not where I’m strongest. If this is one of your challenges, tell me on the intro call and I’ll point you to people who are better at solving this than I am.
NEXT STEPBefore you book anything, sit with this question:
If your order volume doubled again next quarter, what would break first?
Most founders have a gut instinct whether it’s processes, cash, or themselves as the bottleneck. Whatever came to mind is probably where your attention needs to go.
If you want help getting specific about it, book a free intro call. Tell me what’s going on and I’ll tell you honestly whether the Growth Acceleration Roadmap will help.