Keep more of what you make.
More take-home from the revenue you already have, and a business that is worth more. We find where the profit goes and fix it with your team. An operator inside your business, not another opinion about it.
| Where it goes now | Where it should go |
|---|---|
| Prices that have not kept up | Your take-home |
| Overtime and office hours | What the business is worth |
| Customers that cost more than they pay | Growth you choose |
Profit is what you own.
SDE, seller’s discretionary earnings, is what the business earns for its owner in a year. EBITDA is the same idea for a larger company. Either way it is the number that matters most, for two reasons.
It is your cash flow
Revenue pays the bills. What is left pays you. Two companies with the same revenue can pay their owners very different amounts.
It is what the business is worth
A buyer values a company as a multiple of that number. You do not need to be selling for this to matter. The same number measures how well the business runs.
Where profit goes
These turn up in well-run companies. They build slowly, and a P&L shows the total without showing the cause.
Pricing
Long-time customers on rates set years ago. Add-ons priced on habit.
Customers that cost more than they pay
A few accounts take more visits, more callbacks and more office time than their price covers.
Crew productivity
Overtime and paid hours that do not turn into completed work. We build the tools to track hours against jobs, by crew and by day.
Office overhead
Scheduling, billing and follow-up done by hand that software could carry. An activity review shows where office time goes, so the repeat work is automated and your staff move to work that adds value.
Marketing and customer economics
Money going out each month with nothing connecting it to the jobs it produced. We measure what each customer costs to win, what they are worth over time and why they leave, then build a plan to fix the gaps.
Rising costs
Materials, fuel and wages move faster than price lists do.
How the work runs
This is how we get to know the business, and how we stay in it. AI and automation do a good deal of the lifting. They are not the point.
Profit Audit
How we learn your businessWe go through the P&L from revenue to EBITDA, with the job and payroll data behind it. You get a ranked list of initiatives. Each one shows what it is worth in a year and what it takes to do.
Initiatives
The work, done with youYou choose which to run. Each is scoped and delivered as its own project, with your team, and you approve every change before it happens.
Monthly margin review
Staying in itA monthly read of margin by customer, crew and service line, so a slip shows up in weeks instead of at year end. When the review finds something worth fixing, it becomes the next initiative.
What an initiative looks like
Illustrations of common findings, not client results.
| The audit finds | The initiative |
|---|---|
| Office payroll is high for the number of jobs | Map what the office does each week, then automate the repeat work. |
| Some customers cost more to serve than they pay | Reprice them, change the service, or let them go. You decide which. |
| Overtime is climbing without more work completed | Track hours against output by crew, and fix scheduling and routes first. |
| Prices have not moved in years | A new price list, rolled out in waves, with notices and scripts for your office. |
An operator, not a consultant.
I bought a home services company and ran it for growth. Like most owners I did a bit of everything: ran the Google Ads and the SEO, managed the team, and dealt with customers myself. I never planned to sell, but when the offer came the multiple was strong, and I took it.
Here is what I see now. A multiple is applied to profit. Every dollar of profit I had not built was a dollar that never got multiplied, and a dollar I never took home in the years before.
I watched revenue and trusted profit to follow. It would have followed further if I had watched it the same way.
Before I owned a company I worked in corporate banking and management consulting. So I can read your P&L, and I have made the price increase call to a customer who had been on the same rate for years. This is the work I do now, for owners who are where I was.
The difference is who does the work.
Most help for owners ends before the work starts.
- Peer groups and coaches
Tell you what worked for them
Good for ideas. They have not seen your numbers, and the work is still yours.
- Consultants
Hand you a plan
They study the business and write it up. Then they leave, and the work is still yours.
- Duct Tape & Data
Do the work with you
We learn your P&L line by line, agree the plan with you, and carry it out alongside your team. Then we stay in it every month.
Who does what
- The audit and the ranked plan
- Building each initiative with your team
- Notices, scripts and training
- The monthly review
- Choose which initiatives to run
- Approve every price and every change
- Own the conversations with customers and staff
- Keep the data coming
We never contact your customers. Every message to them goes out over your name.
- NDA signed before you send anything
- Used only for your analysis
- Never shared or sold
- Deleted on request
If the Profit Audit does not identify at least three times its fee in annual profit, you do not pay for it.
Built for home service companies
For companies doing $1M–$10M in revenue, with the owner still in the day-to-day.
- Pest control
- Lawn and landscape
- HVAC
- Plumbing
- Electrical
- Cleaning
Start with a 15-minute call.
Tell us where the business stands. We will say plainly whether a Profit Audit is likely to pay for itself. If it is not, we will tell you that too.