One day with your leadership team. You leave with the next 90 days planned, owned, and on the calendar.
The day is where the quarter gets built. The cadence is what makes the numbers move. These are from companies in the portfolio running that cadence.
Net revenue retention at a company in the portfolio, from the end of 2025 to the close of Q2 2026. The growth came from expanding accounts they already had.
Monthly recurring revenue at a company in the portfolio, across a single quarter.
Monthly net operating income at a company in the portfolio, March to May 2026. Payroll fell from 80 percent of revenue to under 55 in the same window.
A company in the portfolio was two months from closing its doors at $1M a year. Two years later revenue has more than doubled, and it is the fastest growing company in Denver.
Not every quarter looks like these. Some of these companies gave a chunk of it back the following quarter, and we'll tell you which ones on the call. The cadence is what surfaces that in week two instead of month three.
You've run the offsite. Somebody wrote rocks on a whiteboard, everyone nodded, and by the third week the document is closed and the team is back to whatever is on fire. The plan wasn't wrong. It just had no way of telling anyone it was slipping.
"Launch the CS playbook" is a task. "Cut churned revenue from where it sits today to a number you name" is a rock. One of those can get redefined in month two, and it's the one most teams write.
When the only signal is how the week felt, you find out you're behind in month three. Rocks with a starting number and an ending number move that to week two, which is the difference between a correction and a lost quarter.
Every leadership team has three things everyone already knows are broken. They get raised, tabled, and raised again next quarter. Nobody is avoiding them. There's just never a session that ends in a decision.
You send financials ahead of time and we build our own read of the business before we walk in. Nobody spends the morning explaining their company to a stranger, which is how most planning days get wasted.
In your space, an off-site, or virtual. Three to eight people, everyone who owns a function. Phones away, laptops closed, everyone stays the whole day.
The room says it out loud first, before we give our read. Then we put the two side by side.
Our read of your financials, delivered to the room. Where the business actually sits and where it's bleeding.
Scored live in the room, not sent as homework. We draw the chart, name every seat, and the room grades each one red, yellow, or green.
Your biggest issues, worked until each one has a resolution and an owner. Nothing carries into next quarter.
What the next 90 days has to produce. Each rock gets a starting number and an ending number, and stays binary at the end of the quarter. Done or not done.
Your org chart, drawn. Every seat named and owned.
Your issues list, worked. Each item with a resolution and an owner.
Rocks for the quarter, written. Each with a starting number and an ending number.
A weekly leadership meeting on the calendar. Booked before anyone stands up.
Access to the recording. The whole day, back to you.
A check-in from us once the quarter is running.
A full day costs $6,000. Year one takes five days. $30,000.
Four days of senior operating help at the same day rate. $24,000.
One day. Nothing.
The application takes about five minutes. We read every one. If the timing is wrong or the room isn't ready, we'll say so and tell you what we'd fix first.
Tell us about the business and who'd be in the room. If it's a fit, we'll find a date.
Apply for Quarter Zero →