Outcomes
Not outputs.
We measure our work in revenue growth, processes documented, roles delegated, and businesses transformed. Not in slides delivered. Our fees are tied to your results. If we don't deliver, you don't pay for results.
Headline outcomes across engagements.
SE Asian construction materials co.
in under 3 years
Philippine general contracting firm
in 4 years
documented per engagement
governance, ops, commercial, finance
Specific results vary by business size, industry, and complexity. Our compensation is tied to the outcomes we deliver.
Full client references available on request under NDA.
A Southeast Asian construction materials company.
Context
A construction materials company in Southeast Asia with 80+ employees across manufacturing and distribution, and a founder who had built the business over two decades. The company manufactured concrete formwork systems and ancillary construction supplies, distributing through direct sales and a dealer network. Profitable but entirely dependent on the founder. Client relationships, pricing, supplier negotiations, quality standards, production scheduling, and strategic direction all ran through one person.
Challenge
The founder was working 70+ hours per week. Growth opportunities were being missed because the founder was the bottleneck. Two previous attempts to hire general managers had failed within a year because there were no documented processes, no defined roles, and no governance structures for them to operate within. A bank had offered expansion financing for a second facility, but the founder knew he could not manage additional capacity when the existing operation consumed all his time.
Approach
Combined operational restructuring and growth programme: full operational diagnostic, 35+ core processes documented, management roles with clear accountabilities and decision rights, governance framework (weekly operations meetings, monthly performance reviews, quarterly planning), production management + CRM + financial reporting systems configured, management training, and sales growth systems (structured pricing framework, dealer development, client acquisition).
Outcome
- Revenue: doubled in under three years (2× growth)
- Operational transformation: moved from owner-dependent to staff-led
- Processes documented: 35+ core processes
- Management capability: three management roles created, filled, and operating independently
- Growth enabled: sales systems and dealer network expanded to capture previously unreachable demand
Insight
The non-obvious lesson from the engagement: the founder was not under-capacity, he was over-substituted. Across two decades he had quietly absorbed every gap the business never built. Pricing decisions, quality calls, supplier negotiations, key client relationships. Removing him was impossible until the gaps were filled with structure. Once they were, growth was not the result of any single new initiative. It was the residual of capacity being unlocked across the organisation simultaneously. The slowest-moving variable in the engagement was not building the systems. It was the founder's habit of stepping back into them.
"Before, I was the business. After, the business runs itself and I run the strategy. The numbers followed."
A Philippine general contracting firm.
Context
A general contracting firm in the Philippines with 50+ employees handling commercial construction projects, government contracts, and residential developments, operating primarily from one city with the founding family directly managing all operations.
Challenge
The business was family-operated in the most literal sense. The founder and family members were involved in every significant decision, every client relationship, and every quality review. No documented processes. Each project team operated according to the experience and judgement of its lead, not according to a standardised system. Quality was inconsistent. The business could not expand beyond the founding family's direct oversight.
Approach
Year 1; Systematise: operational diagnostic, family-dependency assessment, core processes documented across estimating, project management, procurement, quality assurance, and finance, professional management roles created, governance framework implemented.
Years 2–4; Growth: structured bidding process, client acquisition and relationship management, standardised quality assurance, geographic expansion supported by documented and replicable systems, staff capability development programmes for project managers and site supervisors.
Outcome
- Revenue: grew 6.7× in four years
- Operational transformation: transitioned from family-operated to professionally managed
- Staff growth: from 50+ to 120+ employees across expanded operations
- Quality: standardised across all project teams through documented processes and QA framework
- Management: professional management team operating independently of the founding family
Insight
The engagement nearly stalled at month four when a senior family member resisted the governance framework, arguing it "would not work in Filipino business culture." The breakthrough was not methodological. It was sequencing: we documented one successful project end-to-end using the new process, let the results speak at the quarterly review, and the framework was adopted on its own merit by month six. The wider lesson: family-run SEA businesses do not need Western governance translated into local language. They need the governance to earn its place on the first small test, then expand from there.
"Two of my brothers said no when I proposed bringing in a general manager. By month eighteen they were the loudest defenders of the new structure. Six times the revenue is what changed their minds."
A B2B SaaS tool, acquired for operational leverage.
Context
Sector: B2B SaaS. Stage: product-level, sub-USD 1M transaction. Year: 2024. An English-language productivity tool with an established user base and low-five-figure MRR, acquired intact from a founder exiting to focus on a different venture.
Approach
We identified, evaluated, and acquired the product directly. Due diligence covered codebase quality, customer cohort stability, and the cost of operating the stack after founder departure. Post-acquisition, the product was migrated to Autopilot's infrastructure, customer support continuity was preserved, and the engineering roadmap was aligned to the operational methodology we deploy with consulting clients.
Significance
Demonstrates three things for prospective acquisition counterparties. One, that our operating model survives contact with an external codebase. Two, that product-level acquisitions below USD 1M get the same rigour as mid-market deals. Three, that for larger transactions we bring in capital partners rather than stretch our own balance sheet. The same framework applies whether the ask is USD 500K or USD 50M.
Product name withheld under the acquisition agreement. Specifics available under mutual NDA.
We are paid when you grow.
We charge three ways, depending on what we're paid to deliver: a percentage of the revenue growth we generate during the engagement; a percentage of the valuation uplift when we're preparing the business for sale or investment; or a success fee on a completed transaction. No day rates. No retainers. If the result doesn't land, the fee doesn't land.
Competitors charge retainers and day rates regardless of outcome. We don't get paid unless you do.