Case Studies
Scaling a Boutique EPM Consultancy with Operational Backbone
The Challenge
A boutique EPM consultancy was ready to grow—but lacked the operational infrastructure to support expansion. Their founders had built a strong reputation in delivery, but behind the scenes, systems were ad hoc, financial oversight was thin, and internal processes hadn’t kept pace with their ambitions.
The Engagement
I joined on retainer to help build the operational scaffolding for sustainable growth. My first move: meet with the owners and executive team to look under the hood—what was working, what wasn’t, and what was missing entirely.
Over the first six months, I worked 15–20 hours per week, embedding myself in their leadership rhythm while architecting a strategy that would scale.
What We Built
Operational Strategy & Systems
Designed a modular operational strategy tailored to their delivery model and growth goals
Built systems to support finance, delivery, and compliance—without adding unnecessary overhead
Financial Leadership
Took over as finance lead, managing bookkeeping, cash flow, and resource/revenue planning
Evaluated rates and margin to align pricing with value and sustainability
Contracts & Templates
Rewrote all client contracts for clarity and protection
Created SOW and Change Order templates to streamline delivery and reduce risk
Delivery Oversight
Provided interim oversight to delivery operations
Helped target and onboard a strategic hire to lead delivery long-term
People & Compliance Infrastructure
Set up a PEO to unlock better health insurance rates
Implemented a 401(k) plan
Reviewed and refined the employee handbook to meet evolving California compliance standards
The Outcome
With systems in place and a strategic hire onboard, my role transitioned to a leaner footprint—about 5 hours per week focused on financial oversight and participation in sales and strategy meetings. The firm now operates with clarity, confidence, and a scalable foundation. It’s been a win-win for all parties.
Helping a Solo Consultant Reclaim Control (and Margin)
The Challenge
A sole proprietor running a successful consultancy had outsourced nearly every aspect of their business: delivery, legal, HR, finance—each function handled by a different vendor. While this approach initially seemed efficient, the costs, coordination overhead, and lack of integration were starting to erode both margin and momentum.
The Engagement
I was brought in to assess the situation and offer a path forward. After reviewing the vendor landscape, workflows, and financials, it was clear: the model wasn’t broken, but it was bloated.
The Strategy
I proposed a two-part solution:
Hire an in-house administrator to centralize coordination, reduce vendor dependency, and bring institutional knowledge back inside the business.
Consolidate back-office functions—streamlining legal, HR, and finance into a more cohesive, cost-effective structure.
I helped write the job description, supported the hiring process, and ensured the new role was positioned to succeed. All told, the engagement required just 10–15 hours of strategic and hands-on effort
The Outcome
With a trusted administrator onboard and a leaner operational footprint, the client regained control over their business without sacrificing support. Costs dropped, clarity increased, and the founder could focus on what they do best—serving clients and growing the business.
