Before vs After
Director owns the business. The COO sits between Director and the five functions — with growth, not day-to-day operations, as the mandate.
TBS rebuilds pricing, cash flow, sales and systems — so decisions and profit don't depend on you being in the room.
Director owns the business. The COO sits between Director and the five functions — with growth, not day-to-day operations, as the mandate.
Delegation systems and a decision-rights map remove you as the single point of failure.
A tiered pricing architecture built from your real cost structure, not competitor guesswork.
Collection discipline, monthly MIS and a cash reserve target replace end-of-month panic.
An objection playbook and a weekly operating system your team runs — without you closing every deal.
Reporting rhythm so oversight doesn't require your daily presence.
Once pricing and cash are stable, the next constraint is usually infrastructure: no professional email, no CRM discipline, no repeatable training. TBS sets up the domain, email and CRM — then trains your team to run it, on-site and monthly.
| Format | Frequency |
|---|---|
| On-site team training | 2 × half-day, in person |
| Online batch session | Monthly, 3 hours, full team |
| One-to-one coaching | Ongoing, individual |
Facing margin pressure from competitors whose cost structure you haven't actually modelled yet.
Managing cash cycles manually, with collections that depend on personal relationships, not systems.
Needing a turnaround partner who can be blunt about what's actually wrong before it's fixed.
Two weeks. Costing review, bottleneck map, and three pricing fixes you can act on immediately.
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