The six services below cover the main ways a small or mid-sized business gets stuck: unclear priorities, wasteful processes, poor financial visibility, a structure that routes everything through the owner, and growth chosen by instinct rather than evidence. Most clients begin with the business diagnostic, then move into one or two of the improvement services, and finish with implementation support if they want help keeping the changes on track.
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Business diagnostic
A fixed-scope review of finances, operations, people and market that ends in a ranked list of what to fix first.
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Operations and process improvement
Mapped workflows, measured rework and written procedures, so the same work takes fewer hours and fewer mistakes.
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Financial clarity: cash flow, margins and KPIs
A rolling cash forecast, true margins by service line and a short KPI scorecard the owner actually reads.
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Organisation and roles
A clear structure, written accountabilities and decision rights, so work stops routing through the owner.
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Growth strategy
Evidence-based choices on pricing, customer segments, channels and capacity, with the numbers behind each one.
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Implementation support
A monthly steering cadence that turns the agreed recommendations into finished work, tracked against milestones.
Business diagnostic: when you are not sure what to fix first
Choose the diagnostic when you can feel the problem but cannot yet measure it. Common signals are revenue growing while cash stays tight, a team that is always busy but rarely ahead, or an owner who cannot step away for a week.
The diagnostic is a fixed-scope project. We review three years of financial statements, current receivables and payables, sales and job data, and the way work moves through the business, and we interview the owner and key staff. You receive a findings report, a priority matrix that ranks each issue by financial impact and effort, and a 90-day plan. Read the diagnostic page.
Operations and process improvement: when work takes too long or gets done twice
Choose operations work when the same jobs keep coming back for corrections, handoffs get dropped, or capacity seems maxed out although nobody is idle. The aim is fewer hours and fewer errors for the same output.
We map one workflow at a time from request to invoice, measure where time and rework go, redesign the sequence with the people who do it, and write procedures short enough to be used. Our guide to process mapping and rework cost shows the method. Read the operations page.
Financial clarity: when you cannot see cash, margin or performance clearly
Choose financial clarity when month-end statements arrive too late to steer by, or when you suspect some work loses money but cannot prove which. This is management finance, built for decisions, and it sits alongside your bookkeeper and CPA rather than replacing them.
Deliverables are a rolling 13-week cash forecast, contribution margin by service line or customer group, and a one-page KPI scorecard with agreed thresholds. Read the financial clarity page.
Organisation and roles: when everything waits for the owner
Choose this service when decisions queue at the owner's desk, two people believe they own the same task, or a new manager has a title but no real authority. Structure problems often look like people problems until they are drawn out on paper.
We build an accountability chart, a decision-rights table and role outlines, and we sequence the next two or three hires. Employment contracts and HR law stay with your lawyer. Read the organisation page.
Growth strategy: when you need to decide where to grow
Choose growth strategy when you have options and limited capacity: raise prices or chase volume, add a segment, open a location, or invest in a new channel. We test each option against your margins, cash and capacity before you commit money to it.
The output is a short strategy paper with two or three chosen moves, the numbers behind each one, and what you will deliberately stop doing. The price-change volume guide is a good preview of the arithmetic. Read the growth strategy page.
Implementation support: when the plan exists but progress stalls
Choose implementation support when you already have recommendations, from us or from someone else, and the day-to-day keeps pushing them aside. It runs as a monthly retainer with a steering meeting, a milestone tracker and a short written update each month.
Read the implementation page, or compare engagement models and price ranges on the pricing page.
A simple way to decide
Ask yourself two questions. First, can you name the problem and roughly what it costs you each year? If not, start with the diagnostic. Second, does your team have the time and skill to carry the changes? If not, plan for implementation support from the start.
If you want a second opinion on that choice, text (604) 632-4959 or email Ali@Sedighi.ca with a line about your business. The initial 30-minute consultation is free, by phone, video call or in person, and the contact page explains what to include.
Frequently asked questions
Do I have to buy the diagnostic first?
No. If your problem is specific and measured, such as needing a 13-week cash forecast before a bank meeting, we can scope that project directly. The diagnostic earns its cost when the cause is unclear or several issues compete for attention.
Can two services run at the same time?
Yes, and some pair naturally. Financial clarity and operations work often run together because margin numbers show which processes deserve attention first. We avoid running more than two streams at once in a small company, because your team still has a business to run.
Which engagement model goes with each service?
The diagnostic and the four improvement services are usually scoped as projects. Implementation support is a monthly retainer. Hourly consulting suits a single decision or a review of work your team has already done.
Who does the work, you or my team?
Both. We do the analysis, design and documentation, and your people carry the changes, because they will run the business after we leave. Implementation support exists for owners who want that hand-over steered closely.