Know where profit is made
Review margin by service and agree a pricing response.
Owner
Finance lead + sales lead
Measure & milestone
Margin review complete by day 30; pricing actions agreed by day 60.
Choose your next stage.
Make the plan happen.
For owners of established businesses planning growth, improving profitability or preparing for succession. Turn your objectives into financial choices, priorities and actions your team can own.
Discuss your next stage ↗︎ Explore fees ↗︎ILLUSTRATIVE EXAMPLEA direction your team
A direction your team
can act on.
An illustrative one-page plan for an owner-managed business. Targets and responsibilities are illustrative, not promised outcomes.
THREE-YEAR DIRECTIONGrow profitably.
Grow profitably.
Build a business that depends less on its owner.
Connect the long-term ambition to a small number of measurable priorities for the next 90 days.
Protect cash as sales grow
Refresh the cash forecast weekly and assign overdue-debt follow-up.
Owner
Finance lead
Measure & milestone
Weekly 13-week forecast; reduce debtor days from 55 to 48 by day 90.
Reduce reliance on the owner
Document the approval process and delegate routine decisions.
Owner
Managing director + operations lead
Measure & milestone
Two routine approval processes delegated by day 60, with agreed limits.
KEEP THE PLAN ACTIVE
Weekly action check Monthly performance review Quarterly priorities reset
The priorities, measures and review rhythm should reflect your business, starting position and agreed engagement scope.
Do we need a finished business plan?
No. Bring your ambitions and the challenges you are facing. The initial discussion helps establish the questions that need answering and the scope of a useful engagement.
All engagements are subject to acceptance and applicable independence requirements.
Formulate the strategy and keep it moving
For owners of established businesses, a strategy needs to connect personal ambition with the commercial choices the business can support. We help you decide where to focus, translate the direction into a practical plan and maintain accountability as the work progresses.
Understand the starting point
We examine the business model, customers, sources of profit, cash requirements and management capacity. We also discuss what you want from the business, including growth, a less demanding role or eventual succession.
Formulate the strategy
We work with you to assess the options and make the choices: which customers and services to prioritise, where to invest, which capabilities to strengthen and what to stop doing. The financial implications are tested against margins, cash and the resources available.
The result is an agreed direction and a set of priorities that management can explain and act on.
Translate the strategy into a delivery plan
We connect the longer-term objectives to measurable priorities for the next 90 days. Each priority has an owner, milestones and evidence of progress. Responsibilities and decision authority are made explicit so that delivery can move beyond the owner’s diary.
Maintain accountability and monitor performance
Ongoing support provides a regular opportunity to review results, challenge missed commitments and resolve obstacles. We compare performance with the agreed measures, examine unfinished actions and agree what needs to change.
The review frequency is set around the business and engagement scope. Periodic strategy reviews test whether the original assumptions still hold and whether priorities, resources or timescales should be adjusted.
Know what the engagement will deliver
We agree whether you need a defined strategy project, ongoing accountability support or both. Outputs can include the strategic priorities, financial scenarios, a 90-day action plan, a management scorecard and a record of decisions and follow-up. Your management team retains responsibility for decisions and implementation.
Strategic challenge with ongoing accountability
Our approach combines strategy formulation, financial analysis and disciplined follow-through. We challenge the assumptions behind the plan, review progress against agreed priorities and help management address the decisions holding the business back.
What should your next quarterly review decide
Review the financial results alongside delivery, outstanding actions and the capacity of your team. Agree what to continue, change or stop, with a named owner for each decision.
Read Asif’s quarterly review perspectiveDiscuss your next stage
Tell us what you want the business to achieve, what is holding it back and the decisions you need to make. We will recommend a defined starting point and explain the scope, fees and any ongoing review arrangements.