Growth and offers
Which customers could you serve better? What might they keep buying? Connect the offer to price, delivery and the people needed to carry it.
Work on the next growth moveCompany advisory
Business advisory services for owner-led companies.
Build the next stage with the people who know the business.
Work with Stan on the choices connecting growth, offers, pricing, operations and leadership. A capable team can have good ideas in each function and still benefit from someone who follows their consequences across the company.
Bring what you want to build, what is already working and the choices ahead. We examine the possibilities together, agree who carries the next work and return to what happened.
Work with meAll corporate work starts with an inquiry and a separate scope and quote.
Where the work connects
A commercial choice travels through the company.
Money and commitments
Compare margin, cash timing and the commitments a choice creates. Your qualified finance, accounting, tax and legal specialists keep their responsibilities.
Leadership and operations
Give capable people clear decisions, access and authority to act. Check how sales promises, delivery and exceptions move between them.
Use the decision-rights guideThese are starting points. Ownership changes, succession, expansion and other company questions can be discussed with their particular responsibilities and boundaries.
Choose the contribution
One relationship can follow the work. Define what you need it to carry.
Continuing company advisory
Keep connected choices in view as the company acts, new evidence arrives and the next decision changes. Agree participants, access and a useful rhythm.
A growth assignment
Work through an offer, pricing, capacity or expansion choice with the people who will put it into practice. Agree the choices and written work the assignment should produce.
A defined consulting project
When a part of the work needs its own investigation or deliverable, specify its inputs, responsibilities and completion condition.
A leadership working session
Bring the relevant people together around shared planning choices. Preparation and follow-through belong in the scope, alongside the session itself.
Working alongside your team
Put the different views to work.
Sales may see demand that operations has not yet had to deliver. Operations may see capacity that the current offer never uses. Finance may see a timing problem that a healthy order book hides. Those views are useful together.
Stan works with the owner and relevant leaders to compare the choices, question assumptions and connect a possible move to its practical consequences. The company decides, assigns resources and carries its agreed actions. Any staff management or operating authority must be agreed separately.
Start with a company sponsor, the people affected and the evidence available. Agree what Stan will prepare, what your team will do, how progress will be discussed and what would change or end the assignment. The project brief makes those responsibilities visible.
This fits a company ready to consider alternatives and do the work between discussions. If you need a staffed delivery team or specialist professional advice, name that requirement before agreeing the engagement.
See the thinking
A useful possibility needs a practical test.
The recurring-offer illustration asks what a customer would keep receiving and what the business could keep delivering. It shows the reasoning without presenting an imagined outcome as a client result.
The same page separately records one long-term individual working relationship, with the limits of that evidence. It is not a corporate growth forecast.
Practical questions
Agree the company work before it starts.
What can company advisory cover?
Growth, offers, pricing, operations, leadership and the decisions connecting them. The company and Stan agree which work, people and outputs belong in the engagement.
Can Stan work alongside our internal team?
Yes. The relevant leaders bring their knowledge and evidence. Stan contributes business thinking across the choices. The company keeps authority and carries its agreed actions; any operating role is agreed separately.
What is the difference from individual coaching?
Individual one-to-one work supports an owner at $1,500/month, every two weeks, month to month. Every corporate engagement has its own scope and quote, regardless of company size or meeting format.
How often do we meet and what do we receive?
Company cadence, access, preparation, written outputs and follow-up are agreed before work begins. They depend on the assignment; there is no standard corporate schedule included in the individual monthly fee.
Work with Stan
Bring the company and the next move.
Describe what you want to do, who is involved and what makes the timing matter. Scope, responsibilities, fees and travel are agreed separately for all corporate work.