The Situation
A growing security installation company hired me as an "administrative coordinator" at $28/hour. The scope was supposed to be scheduling and paperwork.
What I found was a business with no visibility into what was actually driving revenue—and no systems to capture the work being done.
What We Discovered
After months of tracking and analysis, a clear pattern emerged. We calculated a correlation coefficient of 0.832 between my level of involvement and their monthly revenue. That's stronger than any other metric we analyzed—including number of jobs, estimates sent, or tech utilization.
$75K
High engagement month
The Real Problem
The company didn't have a "sales problem" or a "marketing problem." They had a coordination problem. Work was falling through the cracks. Estimates weren't being followed up. Completed jobs weren't getting invoiced. The business owner was great at his trade—but running a company requires different skills.
The lesson: Sometimes the biggest impact comes from the least glamorous work. Coordination, follow-up, and systems aren't exciting—but they're often where the money is hiding.
The Situation
A multi-division technology services company knew they had money coming in, but it wasn't showing up in the owners' pockets. They brought me in to figure out why.
What We Built
We implemented utilization tracking, profitability analysis by client and project, and monthly reporting across both divisions. Same systems. Same timeframe. Same leadership.
Completely different results.
+42.8%
Division B Revenue
The Difference
Division B embraced tracking immediately. They used the data to make decisions, adjusted their pricing based on what the numbers showed, and held themselves accountable to utilization targets.
Division A had a longer adjustment period. They questioned the data, resisted changing established workflows, and continued operating the way they always had.
The lesson: The best systems in the world don't help if people don't use them. Adoption speed matters. The team that trusted the data won. The team that fought it lost—even though they had access to exactly the same information.
Company-Wide Impact
Despite the division-level differences, the company as a whole improved:
- Revenue: +1.3%
- Expenses: -0.6%
- Net Profit: +10.0%
- Margin: 19.0% → 20.6% (+1.6 points)
Imagine what would have happened if both divisions had fully adopted the systems.