Grow Enterprise Value
Find the value.
Then go get it.
Every closely held business is worth more than it’s currently capturing. The question is where the value is hiding, and whether you have the people to go get it. Most advisors will write you a report on the first part. We do both.
We start with a diagnostic that looks across the business at the levers that actually move value: revenue growth, margin, cash flow, and the operating model that connects them. Then our operators step in and execute. Not a deck of recommendations you’re left to run yourself, but experienced leaders who have lifted these numbers before and stay until the work is done.
This matters most for owners of closely held businesses, family businesses, and sponsor-backed companies where the next turn of value is the difference between a good outcome and a great one. You don’t have to be preparing for a sale to do this work. The earlier you start, the more value compounds.
How we grow value
Operating diagnostics that surface the levers. We find where margin, growth, and value are being left on the table, and we quantify it. Working capital, EBITDA, and cash conversion improvement plans with the numbers attached.
Operating model and KPI alignment. From the board to the function level, we align the business around the few metrics that drive value, so everyone is pulling in the same direction.
Execution by operators who’ve done it. Value-creation playbooks and integration modeling for sponsor-backed companies, run by people who have sat in the operating seat, not advised from outside it.
How AI sharpens the work
AI does the first read with us. It shows us where margin is leaking, which customers actually make money, and where the opportunities sit, faster and in more detail than a team working by hand. Then our operators put the fixes in place, with an implementation network behind them to move at the same speed.
This is where we pull ahead. Most firms are still talking about AI. We have built it into how we find value and how we capture it, and the gap shows up in how fast you see results.
Operators, not advisors
The difference is in who shows up. A typical engagement gives you a consultant who maps the problem and hands you a plan. Ours gives you a Managing Director who has run the function, knows what good looks like, and stays to make the plan run. We’ve sat in the CFO, COO, and CMO seats. We know which levers move value because we’ve moved them before.
Proof
A construction division of a family-owned conglomerate came to us with cash management and cost accounting problems compounded by environmental cleanup costs. We cleared the AR/AP backlog, built cash flow projections tied to collections and project costs, and tightened FP&A around project cost estimation and change orders. Clean accounting let the company secure a line of credit, shortened the cash conversion cycle, and positioned the division to integrate cleanly into a stronger sister company.
When to bring us in
Growth has stalled and you can’t pinpoint why. Margins are thinner than they should be for your scale. Cash is tight even though the business is growing. You’re a few years from a transaction and you want the value built before you go to market. Or a sponsor is pushing for a value-creation plan that actually gets executed.
