This is the document you get at the end of the thirty days, shown with an invented company so you can see the format before you pay for it. Nothing below is a client, and every number is made up to show how a real readout reads.
Sample company: plumbing and HVAC contractor, $6.8M revenue, 42 people
Over thirty days we walked through marketing, hiring, software, vendors, and workflows with the owner, the office manager, the dispatch lead, and the bookkeeper. We pulled twelve months of vendor and software invoices, the service agreement list, and the job records for the same period. Twenty-one problems were noted. The three below are the ones that cost the most and can be fixed within a quarter.
The agreement price was set when the business was half its current size and has been copied forward at every renewal since. Material and labor costs on a typical service visit have risen roughly a third in the same period. No one on the team is responsible for the annual adjustment, so it never happens. The estimate assumes a single price change at renewal, applied over one year, with the attrition the company already sees on renewals.
What fixing it involves. A renewal pricing rule the office runs without the owner, a one-time letter to current agreement holders, and a quarterly check.
A job is created in the dispatch board, re-typed into the invoicing system, and re-typed again for payroll and job costing. The double handling costs about eleven hours a week across the three roles, and the mismatches it creates are the main reason invoices go out late. The estimate is the loaded cost of those hours plus the collections delay the company already measures.
What fixing it involves. One system of record for the job, with the other two reading from it. No new software; two of the existing tools already connect.
The company pays for fourteen recurring software products. Five are either unused for six months or duplicate something another tool already does. Three are on auto-renew with no named owner. The estimate is the annual cost of the five, nothing else.
What fixing it involves. Cancel five, assign an owner to each of the remaining nine, and put every renewal date on one calendar.
Each figure is an estimate built from the company's own records: agreement counts and prices, hours logged by role, and the invoices for the software in question. Where we had to assume something, the assumption is written next to the number in the full document. The estimates are for the owner's internal use in running the business. They are not projections, not guarantees, and not prepared for lenders or investors.
Problem one first, because it is the largest and needs only a decision and a letter. Problem two second, because it removes the cause of late invoices and most of the rework in the office. Problem three last, because it is simple and the owner's team can carry it without us. If the owner chooses implementation, the roadmap with owners and deadlines is the first thing we build.
Illustrative sample. The company, the people, and every figure above are invented to show the format of a Syboost readout. Syboost is a business operations consultancy, not a CPA firm, and does not provide accounting, tax, legal, or financial advice.
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