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 C-suite roles at Deloitte, Hay Group, Miller Heiman, AlixPartners, and BBDO — with 25 M&A transactions and 300+ advisory engagements behind us.

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2-4x

Revenue Growth

2-5x

Valuation Increase

3-6 Mo.

ROI Payback

Typical Problems We Solve for Clients

Grow

Exit

Integrate

G1. Hidden revenue in accounts you already own

Most firms capture only a third of account potential. The relationships exist and the trust is there, but there's no system to surface expansion, so growth hides in plain sight.

E1. 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.

I1. 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.

G2. No repeatable revenue engine

Every deal requires heroics from senior people. Referrals carry the pipeline, rainmakers carry the number, and nobody can point to the system behind the growth.

E2. 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.

I2. 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.

G3. Positioning that blends into the market

Buyers can't tell what makes you different, so you compete on price and personal relationships. The pitch sounds like everyone else's and wins the same way.

E3. 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.

I3. 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.