We build and scale businesses to increase enterprise value.
value
deep below
the surface.
Run by operators, not observers. We install the discipline, systems, and judgment that make value compound.
Growth raises better questions.
The surface answers are easy. The ones that move enterprise value live further down. Three worth sitting with:
Revenue up 22% can mean working harder for a thinner margin. Value comes from the half that holds.
A month away is the most honest audit a business can take. Most fail it in the first week.
Every company holds more than its numbers show. Most owners have never taken that reading.
Six disciplines. One living system.
A weakness in one discipline never stays where it starts, so neither do we. Select a line to read where it travels.
Four kinds of leaders make this descent.
If one of these is you, keep going.
Growing Companies
Revenue is up but something feels wrong. You are working harder than ever with less to show for it. The systems that got you here are breaking under the load. You need someone who has navigated these stages and knows what works, not another consultant with frameworks and no experience.
Owners Approaching a Transaction
An offer has arrived, an acquisition is in view, or you want to know what the business is worth before anyone asks. You need judgment from both sides of the table: 11 acquisitions and 5 exits taught us how deals succeed and where they fall apart.
PE Sponsors
A portfolio company is underperforming, burning cash, or facing operational crisis, and time is the enemy. We provide the execution capability to stabilize the situation and protect the investment, senior experience on site, not junior consultants learning on your dime.
Leaders Seeking Transformation
You have achieved success by external measures and sense something is missing. The way you have been operating is not sustainable. You are ready for work that goes beyond business tactics to who you are as a leader. The 4CAP methodology meets you where you are.
You work with people who have done it.
Principal led, no handoffs. The judgment on your engagement was earned in the operator’s chair.
Michael Crafton
Turned $800 of his own startup capital into Nelbud Services Group: 20+ offices, 40,000 customer locations, and a national footprint built over 17 years. His career includes 11 acquisitions and 5 exits, on both sides of the table. Through 2008 he automated while competitors retreated. Through the pandemic he rebuilt from a 70% revenue loss to record earnings in nine months. 323 Ocean is where that record goes to work.
Ann Marie Moorman
Runs the engagement floor, turning practitioner judgment into execution, every workstream, deadline and deliverable, so a diagnosis becomes a result and nothing slips in between. A limited number of engagements means each one gets her full attention, from the first conversation until the work holds.
Most of what you measure is noise.
Revenue is loud. Growth is loud. The work is finding the readings that carry the business, and building around them.
The profit and loss statement runs 40 lines. These five carry the business.
See what measuring these five changesHow much of your value is trapped?
What the business is worth as it runs, against what it is worth fully built. The gap is value you have built and cannot yet collect. Set the dials to your company.
It has been done in deeper water.
Three situations that looked unrecoverable from the surface, and what came back up.
From 70% attrition to record earnings
The pandemic took 70% of the customer base virtually overnight. Conventional wisdom said sell for whatever the market would bear. We rebuilt the operating model from the foundation: restructured the cost base, renegotiated every contract, automated operations, and secured new national accounts. Record earnings within nine months, and a later exit at a multiple the old model could never have carried.
Distress to stable operations in six months
A PE-backed recurring services business in cash flow crisis and operational dysfunction. We stabilized cash through 13-week discipline, restructured the leadership team, and installed the controls that restored EBITDA margins. The sponsor’s investment held, and the company moved from active distress to a footing worth building on.
Back to sustainable operations in eight months
Compounding operational and financial challenges threatened viability. We implemented immediate cash conservation, restructured vendor relationships, and rebuilt the delivery model, moving between advisory guidance and interim leadership as the situation required. Sustainable operations within eight months.
Tell us what brought you down here.
We take a limited number of engagements. Start with the situation in your own words; the rest takes four minutes.
Principal led
You work with a principal, not junior consultants learning on your time. Senior involvement from diagnosis through execution.
Execution, not just advice
We stay in through decisions, execution, and measurable outcomes. Advisory that produces reports but not results wastes your money.
No playbooks
Every engagement is designed around your situation, priorities, and constraints, never a standard playbook.
Mutual fit required
The first conversation determines fit for both sides. We would rather decline than take an engagement where we cannot create real value.
Request Consideration
We read every request personally. If there is a fit, you will hear from us directly.
We read every request personally. If there is a fit, you will hear from us directly.
Ask a direct question about building enterprise value, scaling operations, or a turnaround. The answers are practitioner led, not generic.