How we work
Trust comes before the transaction.
No packaged programs, no jargon. We earn our place in your business the same way you earned yours — by showing up and doing the work. Four disciplines, every engagement.
Four disciplines
Strategy. Systems. People. Results.
The four words on the BBC mark are the four things we work on in every company — in that order.
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01
Strategy
We start from where you want to end up — growth, succession or a sale — and what your life looks like afterwards. Retire completely, or stay a year or two? Cash at closing, or finance part of the purchase? Then we build the plan backwards from that, on a realistic timeline: transaction mode if the sale is months away, value building if it’s years.
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02
Systems
Books closed every month. Job costing, WIP and backlog you can trust. Estimating, dispatch, follow-up and project delivery documented, repeatable and trainable to your team — so the business can be proven rather than described, and so it runs when you aren’t in the room.
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03
People
Your foremen, project managers, estimators, technicians and office staff may be most of what a buyer is actually purchasing. We find the key people, who could run the operation, who needs developing and who needs hiring — and build a culture people stay with, because trucks can be bought anywhere and a trained team can’t.
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04
Results
Stronger margins, recurring revenue, less dependence on you, and a valuation you can defend with records. Progress is measured against the numbers a buyer will use — and if a piece of work doesn’t move the numbers or reduce the risk, we don’t do it.
How an engagement runs
From the first conversation to the departure date.
The shape is the same whether the sale is six months away or two years. The pace and the emphasis change with the timeline.
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Stage 01
Listen
The personal decision comes first: what you want, what your life looks like after, and what you are actually selling when the owner walks out the door. No valuation, no broker, no buyer until that is clear.
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Stage 02
Assess
The books, owner dependency, the people, the customer experience, the liabilities. Where the company stands today on the measures a buyer will use — and which problems can be corrected in the time available.
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Stage 03
Build
The plan, worked quarter by quarter: on site, in the numbers, beside the owner. Margins, management, recurring revenue, documented systems, clean financials — in the order that changes what the company is worth.
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Stage 04
Transfer
The Seller Team assembled before terms are agreed. The Owner Departure Plan from the first day after closing. Relationships, knowledge, responsibility and authority moved from you to the new leadership — and a date.
Ground rules
Six things we hold to.
We start with what you want — not what the company is worth.
The valuation follows the decision, not the other way around.
Clean up the financials immediately.
Even if the sale is two years away. A buyer shouldn’t have to spend three weeks figuring out whether the numbers are real.
Fix the customer experience before trying to increase sales.
Adding revenue to a poorly organized operation magnifies its problems.
Never add back what you can’t document.
Unsupported adjustments damage the credibility of the seller and the financial presentation.
Don’t assemble your transaction team after you’ve negotiated the transaction.
Your advisers are most valuable before you agree to the terms you’ll ask them to protect.
There should be a date.
Not “we’ll see how things go.” Your employees need it. The buyer needs it. You need it.
What it’s like
On site. In the numbers. Beside the owner.
We work in your company, not from a slide deck about it. That means time on the jobs and in the shop, time in the accounting system, and time with the people who actually run the work — because what a buyer is really purchasing is whether those three things hold together without you.
You get straight answers. If the books can’t be trusted, we say so. If the offer on the table is a good one, we say that too. If the company isn’t ready and the clock is already running, you’ll hear it from us before you hear it from a buyer.
And the decisions stay yours. Our job is to make sure you’re making them with the facts, the right people around you, and a clear picture of what you want on the other side.