Sixty minutes on the decision in front of you — is now the time, what a sale would ask of you, where the value and risks sit. A written advisory memo within three business days. The call starts with a short intake — I review every one within a business day and send the booking link if it's a fit.

• One focused conversation on the decision in front of you.
• Written memo with a plain recommendation on your next step.
• If I'm not the right person, the memo says so — and names who is.
• The $600 is credited toward Discover if you proceed within 60 days.

Start with the intake → booking link follows within 1 business day if it's a fit

The wake-up-call engagement. An express valuation of the business with every assumption stated, a readiness review — business, personal, and financial — and one prioritized action plan. For most owners, the business is their largest asset; this is the first real look at what it's worth and what's in the way.

• Express business valuation — enterprise value with stated, reviewable assumptions.
• Readiness & attractiveness review: the risks a buyer would price against you.
• Strategic options analysis — the exit paths open to you, from family transfer to third-party sale.
• One prioritized action plan: business and personal, in writing.
• About four weeks, kickoff to report — assuming financials arrive promptly.

Entry is through the Advisory Call — start with the intake →

The action plan, worked — one 90-day sprint at a time. Buyers pay for a business that runs without you: sound numbers, systems that hold up, customers that stay, a team that stays. Each sprint closes a specific gap; where the gap is data and systems, that work is mine personally.

• One sprint, one priority — scoped and priced before it starts.
• De-risking that shows up in the multiple, not just the to-do list.
• Specialists (tax, legal, wealth, insurance) brought in where they play best — referral fees disclosed.
• Quarterly re-read of value, so progress is measured, not felt.

Entry is through the Advisory Call — start with the intake →

The gate most owners never reach calmly. With a current valuation and a de-risked business, grow-or-exit becomes a decision instead of a leap. If you keep: a master plan for the next cycle. If you sell: I quarterback your deal team — attorney, CPA, wealth manager, broker — and represent your wishes to the close.

• Exit-option analysis against your actual goals — family, management, third party, recapitalize.
• Deal team assembled and coordinated; I don't broker, and I take no commission on your deal.
• Contingency plan, so one bad month never forces a bad sale.

Entry is through the Advisory Call — start with the intake →

You can't plan what you can't see. This is the baseline — for a business, a full FP&A read; for an individual, a financial audit. Every assumption stated, nothing in a black box.

• For firms — FP&A: revenue and cost drivers, margin, and cash flow, tied to the KPIs that actually move the business.
• For individuals — a financial audit: income, spending, assets, debts, and obligations, reconciled into one view.
• Where the numbers are messy or scattered, the report says so — and what it would take to trust them.
• A written baseline you can act on.

From the baseline, a prioritized plan: what to fix, what to build, and in what order — sequenced to your goals and how much you can actually take on.

• Priorities ranked by impact, not by what's loudest.
• A quarter-by-quarter sequence you can execute.
• The metrics to watch, so progress is measured, not felt.
• Where a specialist (tax, legal, wealth) fits, named — referral fees disclosed.

The build. I turn scattered spreadsheets and disconnected systems into one live picture — the same data-estate discipline I ran for enterprise teams, sized for you.

• Power BI dashboards that refresh themselves — your numbers, live.
• A tidy data estate: sources connected, definitions agreed, one source of truth.
• Automation that retires the manual monthly scramble.
• Built to hand off, so it keeps working without me.