Материал подготовлен компанией Business Architect Group Inc.
Case №3
Case Study: *********** LLC (Home Services in the USA)
The Challenge:
The business owner was working 24/7, running himself ragged, yet profit remained elusive and unpredictable. The company took on any job — from roof washing to full-scale renovations — but there was no growth. His main fears: financial chaos with risks from the IRS, and a complete inability to step away from day-to-day operations.
What Was Done:
A full express diagnostic, a systemic audit (Business X-Ray) across four key areas: finance, management, sales, and product.
What the Audit Revealed:
1. Finance — "Family Bookkeeping" as a Ticking Time Bomb.
Accounting was handled by a non-professional (a relative) using manual spreadsheets, purely for tax purposes. No management reports (P&L, Balance Sheet, Cash Flow) existed.
High risk of IRS penalties: Source documents were unsystematized, and expenses were not classified. The company was at risk of a major fine at any moment.
Blind spot in asset valuation: Without proper asset tracking, it was impossible to assess the company's actual equipment and material value.
2. Management — Complete Dependence on One Person.
There was no organizational structure. Every decision, hire, and purchase went through the owner. He was the main bottleneck and the sole engine of the business.
Processes, job descriptions, and procedures were absent. Work was based on verbal instructions and personal initiative.
Control and delegation were not formalized. Scaling in this mode was impossible.
3. Sales & Marketing — Activity Without Purpose or Tracking.
No USP, no strategy, no sales funnel. Leads came from word-of-mouth or random ads.
The CRM was used as a glorified notebook. No end-to-end analytics, no conversion tracking, no cost-per-lead data.
There was no sales department — the owner handled sales himself, mixing this function with operational management.
4. Product Line — The "We'll Take Anything" Principle Was Eating Profit.
The company offered dozens of disparate services with no clear packaging.
Profitability wasn't calculated. There was no understanding of which services generated real profit and which just created the illusion of activity while burning resources.
There was no pricing strategy or service bundling.
Based on the audit, the client received a clear action plan — a RoadMap with timelines and logic for every step:
URGENT (0-30 days): Neutralize financial and tax risks.
o Immediate transition to professional accounting. Engagement of a CPA and implementation of QuickBooks for accurate records and IRS protection.
o Financial "resuscitation": Set up management reporting (P&L, Cash Flow) to get the first real financial picture in the company's history.
Priority 1 (30-60 days): Take control of money and focus.
o Margin analysis. Calculate real profitability for each service type. Identify "golden" and "loss-making" areas.
o Strategic focusing. Eliminate non-core and low-margin work. Concentrate on 2-3 key, most profitable services (based on data).
Priority 2 (60-90 days): Build the management framework.
o Develop an organizational structure, job descriptions, and SOPs for key processes.
o Recommendation to hire an Operations Director to relieve the owner from daily operations.
Priority 3 (90-120 days): Systematize client acquisition.
o Formulate a USP and package services into clear offerings for the target audience.
o Set up a sales funnel in the CRM, implement scripts, and begin basic analytics tracking.
The Result:
The client didn't just get a report — they got a tool to save and grow their business. They could now clearly see:
The true scale of the risks: They understood just how vulnerable the business was to the tax authorities.
A point for immediate growth: The plan to focus on profitable services unlocked the potential for an instant 10-15% increase in profitability without increasing revenue.
A path to personal freedom: The clear plan to build a management system and delegate allowed the owner to start stepping away from daily operations, freeing up an estimated 15-20 hours per week.
Order instead of chaos: The RoadMap provided a clear, step-by-step sequence of actions, eliminating panic and inefficient spending.
Financial Outcome: Not only were the risks of multi-thousand-dollar IRS penalties eliminated, but the potential for hidden profit — amounting to 10-15% of annual revenue — was unlocked by focusing the business, establishing financial order, and implementing management controls. The business transitioned from "survival mode" to a state of managed growth.
The business owner was working 24/7, running himself ragged, yet profit remained elusive and unpredictable. The company took on any job — from roof washing to full-scale renovations — but there was no growth. His main fears: financial chaos with risks from the IRS, and a complete inability to step away from day-to-day operations.
What Was Done:
A full express diagnostic, a systemic audit (Business X-Ray) across four key areas: finance, management, sales, and product.
What the Audit Revealed:
1. Finance — "Family Bookkeeping" as a Ticking Time Bomb.
Accounting was handled by a non-professional (a relative) using manual spreadsheets, purely for tax purposes. No management reports (P&L, Balance Sheet, Cash Flow) existed.
High risk of IRS penalties: Source documents were unsystematized, and expenses were not classified. The company was at risk of a major fine at any moment.
Blind spot in asset valuation: Without proper asset tracking, it was impossible to assess the company's actual equipment and material value.
2. Management — Complete Dependence on One Person.
There was no organizational structure. Every decision, hire, and purchase went through the owner. He was the main bottleneck and the sole engine of the business.
Processes, job descriptions, and procedures were absent. Work was based on verbal instructions and personal initiative.
Control and delegation were not formalized. Scaling in this mode was impossible.
3. Sales & Marketing — Activity Without Purpose or Tracking.
No USP, no strategy, no sales funnel. Leads came from word-of-mouth or random ads.
The CRM was used as a glorified notebook. No end-to-end analytics, no conversion tracking, no cost-per-lead data.
There was no sales department — the owner handled sales himself, mixing this function with operational management.
4. Product Line — The "We'll Take Anything" Principle Was Eating Profit.
The company offered dozens of disparate services with no clear packaging.
Profitability wasn't calculated. There was no understanding of which services generated real profit and which just created the illusion of activity while burning resources.
There was no pricing strategy or service bundling.
Based on the audit, the client received a clear action plan — a RoadMap with timelines and logic for every step:
URGENT (0-30 days): Neutralize financial and tax risks.
o Immediate transition to professional accounting. Engagement of a CPA and implementation of QuickBooks for accurate records and IRS protection.
o Financial "resuscitation": Set up management reporting (P&L, Cash Flow) to get the first real financial picture in the company's history.
Priority 1 (30-60 days): Take control of money and focus.
o Margin analysis. Calculate real profitability for each service type. Identify "golden" and "loss-making" areas.
o Strategic focusing. Eliminate non-core and low-margin work. Concentrate on 2-3 key, most profitable services (based on data).
Priority 2 (60-90 days): Build the management framework.
o Develop an organizational structure, job descriptions, and SOPs for key processes.
o Recommendation to hire an Operations Director to relieve the owner from daily operations.
Priority 3 (90-120 days): Systematize client acquisition.
o Formulate a USP and package services into clear offerings for the target audience.
o Set up a sales funnel in the CRM, implement scripts, and begin basic analytics tracking.
The Result:
The client didn't just get a report — they got a tool to save and grow their business. They could now clearly see:
The true scale of the risks: They understood just how vulnerable the business was to the tax authorities.
A point for immediate growth: The plan to focus on profitable services unlocked the potential for an instant 10-15% increase in profitability without increasing revenue.
A path to personal freedom: The clear plan to build a management system and delegate allowed the owner to start stepping away from daily operations, freeing up an estimated 15-20 hours per week.
Order instead of chaos: The RoadMap provided a clear, step-by-step sequence of actions, eliminating panic and inefficient spending.
Financial Outcome: Not only were the risks of multi-thousand-dollar IRS penalties eliminated, but the potential for hidden profit — amounting to 10-15% of annual revenue — was unlocked by focusing the business, establishing financial order, and implementing management controls. The business transitioned from "survival mode" to a state of managed growth.
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