Transforming BusinessSolutionsBusiness Growth | Turnaround | Execution
Transforming Business
Identify Constraints. Execute the Right Solutions. Deliver Results.
TBS works with owner-led, privately held, private-equity-backed, and larger enterprise B2B organizations. While many engagements are with companies generally ranging from $1M to $50M in annual revenue, the experience and operating principles apply equally to larger organizations, including major private-equity portfolios and Fortune 100 companies.
Owners often believe they have a sales, marketing, lead-generation, operations, process, financial, leadership, product, or technology problem. Those visible issues may be symptoms of a deeper constraint. Applying a canned solution to a symptom can create temporary improvement without improving scalability, profitability, execution, or enterprise value.
An honest, structured look at where the business actually stands today.
Clarify where leadership wants the business to go before building the plan to get there.
Find the real constraints behind the symptom leadership sees.
Rank what matters most by impact, not by what's loudest.
A 30-, 60-, and 90-day plan with named owners, milestones, resources, OKRs, and KPIs.
Stay hands-on through implementation and accountability.
Track progress against the plan and adapt as the business responds.
Any one of these can be the source of a problem, a symptom of another problem, or one part of an interconnected constraint.
TBS typically serves privately held, private-equity-backed, and larger enterprise B2B organizations. Each opportunity is evaluated based on fit, operating context, and where TBS can create meaningful value.
Built a SaaS and recurring-revenue business from $0 to approximately $2M in two years before acquisition.
Helped grow a SaaS-driven business from approximately $12M to $56M.
Led the launch of a new product platform in the HVAC/industrial equipment space, taking it from development through a successful market introduction.
Reduced a seven-year product-development cycle to approximately 18 months by implementing a disciplined New Product Introduction process, Stage-Gate governance, and Voice-of-Customer practices across product development and commercialization.
Led a global applied-systems business with responsibility for approximately $1 billion in revenue, integrating sales, marketing, product, engineering, operations, and organizational execution.
Most of the experience behind TBS was earned inside operating companies, not behind a consulting desk. Assess the business honestly, build a plan that fits how it actually operates, and stay involved until the plan becomes real.
A preview of four of TBS's eight client-facing resources.