The deal is done. The businesses haven’t necessarily been introduced.
We study how the operations actually work so you can plan what to bring together, what to preserve, and in what order. That includes the systems, handoffs, and working knowledge that keep jobs moving, customers served, and invoices going out while things change.
Useful for: New owners, operating partners, and integration teams.
The first integration teaches you a lot. The fifth shouldn’t have to start from scratch.
When acquisitions are part of the strategy, each new business still has to be understood on its own terms before it joins the rest. Studying every operation the same way lets you compare what you’re buying with what you already run, decide what to standardize and what to leave alone, and give your team an integration approach it can repeat.
Useful for: Acquisitive operators, holding companies, and the teams absorbing each new location.
You may already have a meeting about it.
When jobs stall, backlogs are hard to trust, or completed work takes too long to become an invoice, we follow the process across operations, systems, and finance to find the disconnect.
The answer may be a clearer handoff, better field notes, or a regular exception report. We help your team understand what needs attention and work through a practical response.
Useful for: Owners and operating teams who know something isn’t working but haven’t had the time to trace it.
Before automating the process, it helps to find out which process people are using.
We establish how the work happens, where the information lives, and what a person or agent needs to know to take the next step. Your technology partners get operational context and clearer requirements, including the exceptions that rarely make it into the demonstration.
Useful for: Trades businesses, software partners, and implementation and integration consultants.
Their job description probably doesn’t cover the half of it.
We identify the decisions, relationships, and working knowledge that depend on particular people. Then we capture their methods with them, so the business can prepare successors, train new staff, and protect what experience has built.
Useful for: Owners and leaders navigating succession, departures, or changing responsibilities.
The numbers tell you a great deal. There are still a few people worth talking to.
Before the deal closes, we study the operation behind the numbers: inventory and fleet issues, overstated backlogs, gaps in processes, and dependencies on key people. You get a clearer view of the operational risks you’re taking on and what needs attention.
Useful for: Buyers, investors, and acquisition teams.
Fleet costs, inventory gaps, overstated backlog: see examples of what we’ve found.
