Helping Professional Services Firms Grow, Exit, Integrate
Clients hire us to help them grow their firm, prepare for a transaction, and navigate integration. We bring the knowledge, expertise, and hands-on execution to get it done.
We help clients grow faster, exit richer — typically 2 to 4 times revenue growth and 2 to 5 times initial offers — and get through the process with minimal stress and disruption.
We operate exclusively in professional services — and we’ve run these businesses ourselves. Collectively, we’ve held senior operating roles at Deloitte, Hay Group, Miller Heiman, AlixPartners, and BBDO — with 25 M&A transactions and 300+ advisory engagements behind us.
2-4x
Revenue Growth
2-5x
Valuation Increase
3-6 Mo.
ROI Payback
Typical Problems We Solve for Clients
Grow
Exit
Integrate
1. Hidden revenue in accounts you already own
70-80% of your growth potential sits in current and dormant client relationships. Most firms ignore it, chase new logos instead, and wonder why new business keeps getting harder while win rates stay flat.
1. You want to sell but don't know where to start or what it's worth
No roadmap, no benchmark, no clear read on what buyers care about. You're guessing at value in a market where buyers have playbooks and spreadsheets.
1. You closed the deal. The hard part just started.
The 18 months after signing is where value is made or lost. Key people get distracted, clients get nervous, and the synergies on the deal model don't materialize on their own.
2. Every deal requires heroics
Referrals carry the pipeline. Rainmakers carry the number. Nobody can point to a repeatable engine behind the growth.
2. Founder dependency is discounting your valuation
Relationships, methodology, and decisions all live in your head. Buyers see key-person risk and price it in through lower offers, bigger earnouts, and tighter terms.
2. Your money is tied up in an earnout you no longer control
Your payout depends on hitting targets, but you don't have the authority, resources, or decision rights you had as owner. Every delay and reallocation puts your number at risk.
3. You sound like everyone else
Your website, pitch deck, and proposals echo every other firm in your category. Buyers can't tell you apart, so the conversation defaults to price and timeline instead of fit and outcomes.
3. Revenue quality won't survive buyer scrutiny
Project-based work, concentrated accounts, "one-time" clients. The top line looks fine until a buyer stress-tests it, reclassifies it as non-recurring, and the multiple drops.
3. Two cultures collide and the integration stalls
Half to two-thirds of acquisitions fail on culture, not strategy. Without a deliberate plan, turf battles emerge, key employees leave, and the combined firm underperforms both originals.
Grow
1. Hidden revenue in accounts you already own
70-80% of your growth potential sits in current and dormant client relationships. Most firms ignore it, chase new logos instead, and wonder why new business keeps getting harder while win rates stay flat.
2. Every deal requires heroics
Referrals carry the pipeline. Rainmakers carry the number. Nobody can point to a repeatable engine behind the growth.
3. You sound like everyone else
Your website, pitch deck, and proposals echo every other firm in your category. Buyers can't tell you apart, so the conversation defaults to price and timeline instead of fit and outcomes.
1. You want to sell but don't know where to start or what it's worth
No roadmap, no benchmark, no clear read on what buyers care about. You're guessing at value in a market where buyers have playbooks and spreadsheets.
2. Founder dependency is discounting your valuation
Relationships, methodology, and decisions all live in your head. Buyers see key-person risk and price it in through lower offers, bigger earnouts, and tighter terms.
3. Revenue quality won't survive buyer scrutiny
Project-based work, concentrated accounts, "one-time" clients. The top line looks fine until a buyer stress-tests it, reclassifies it as non-recurring, and the multiple drops.
Integrate
Exit
1. You closed the deal. The hard part just started.
The 18 months after signing is where value is made or lost. Key people get distracted, clients get nervous, and the synergies on the deal model don't materialize on their own.
2. Your money is tied up in an earnout you no longer control
Your payout depends on hitting targets, but you don't have the authority, resources, or decision rights you had as owner. Every delay and reallocation puts your number at risk.
3. Two cultures collide and the integration stalls
Half to two-thirds of acquisitions fail on culture, not strategy. Without a deliberate plan, turf battles emerge, key employees leave, and the combined firm underperforms both originals.
Testimonial Videos
Our Professional Services Sub-specialties
Consulting
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Strategy & Management
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Healthcare & Life Sciences
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Data, Analytics & IT
Training & Talent
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Training & Development
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HR Consulting & Technology
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Staffing, Search & Assessment
Marketing Services & Agencies
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Digital Marketing & Advertising
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Market Research & Insights
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Commerce & Media
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Subscribe to Firm Value
The weekly newsletter for professional services founders and CEOs who want to grow, exit, and integrate — and build firm value that lasts.
Each issue delivers practical insights from 25 M&A transactions and 300+ engagements: how to unlock revenue hiding in your existing accounts, reduce founder dependency, prepare for a competitive exit, and integrate without losing what you built.
No fluff. No theory. Just what works.