Your business, with the daily work off your desk.
Keep the decisions. Lose the work. Pay from the profit.
An embedded team running finance, people, operations, customer service, revenue, marketing and technology. You keep the decisions that bind the business.
A fixed back-office fee, plus a share of profit above an agreed baseline.
Finance
Controller, month-end close, cash reporting.
People
Payroll, HR, compliance.
Operations
Order flow, fulfilment, supplier follow-up.
Customer service
Enquiries, complaints, retention.
Revenue
Pipeline, pricing, follow-up.
Marketing
Demand generation that runs without you.
Technology
The systems the other six depend on.
Everything queues behind one desk. Yours.
You keep the day moving: chasing a payment, approving a price, following up a supplier. Finding someone to own the work keeps getting pushed back. The cost grows while you wait.
You keep control. In writing, before we start.
We execute
Reversible, day-to-day calls. We act, then report.
We propose, then act
Within boundaries agreed with you, we propose an action and a response deadline. If you do not respond by then, we proceed.
You decide
Contracts, headcount, capital, licences. Always you.
We earn a performance share on green and amber only — never on decisions you make.
A fixed fee. A share of the profit we add.
- Back office: fixed fee, benchmarked against what you already spend.
- Growth functions: a share of profit above a baseline locked before we start.
- The performance calculation uses collected revenue. The agreement must define the costs deducted and how improvement is measured against the baseline.
- Rate fixed at signing. You keep independent audit rights throughout.
AI across every function.
People accountable for the work.
Our operators use AI to carry out the work and supervise its output. Our cost base is operators plus tooling. That is how we can run the functions without the cost of a full executive bench.
Built for a specific business. Not every business.
Right fit
- Owner still personally in the operating detail
- Existing customers, business plateaued
- Margin trapped in manual process
- Regulated sectors welcome
- Holding the business five more years
Wrong fit
- Pre-revenue
- The problem is demand, not capacity
- You want a fixed-scope vendor
- You're selling within a year
- You want to approve everything
Before you hand over the work.
What happens in the business review?
We call it a “read”: a review of how your business actually runs, ending in an agreed baseline and a ranked plan. Ask us about scope, timing and cost when you enquire.
Are you replacing my team?
We work alongside your existing team and take responsibility for the agreed functions. Any staffing decisions remain yours.
What if nothing improves?
The performance share is earned only above your locked baseline. If there is no improvement against that baseline, no performance share is earned. The agreed fixed back-office fee still applies.
You'll have our payroll and financials. How is that handled?
Before sharing payroll or financial records, discuss who needs access, how information will be handled and what confidentiality terms apply. Please keep sensitive records out of your initial enquiry.
Start with a clear view of the business.
Review the business
Understand the work. Agree a baseline and rank the priorities.
Agree the terms
Put scope, decision bands, fees and audit rights in writing.
Start the handover
Begin with finance and payroll, on the agreed schedule.
Extend the work
Bring in the remaining functions in the agreed order.
Tell us about the business.
Tell us a little about your business. We can discuss whether the review is a fit.