operational and financial advisory
Six advisory practices covering acquisitions, turnarounds, pricing, planning, and forecasting. Project-based work for the decisions that shape the next decade.
The Basics
Management consulting is project-based strategic advisory: outside expertise brought in for a specific, high-stakes decision. Acquisitions, turnarounds, pricing overhauls, capital structure, and long-range planning all fall under it.
The difference between consulting and our other services is scope, not seniority. Fractional Finance is an ongoing relationship where our team owns part of your finance function month after month. A consulting engagement has a beginning and an end. You bring us in for a defined question, we do the work, and you leave with a decision you can act on. Some clients use us for one and never need the other. Plenty start with a project and move into an ongoing relationship once they've seen how we work, and either path is fine.
These are decisions that don't get better with another internal meeting.
What We Do
Every engagement is scoped around the decision in front of you. These are the six areas we're brought in for most often.
Pricing, product and service mix, and the margin you're actually keeping. We analyze where revenue comes from and what each sale is worth after the full cost behind it, then build a deliberate pricing and mix strategy rather than one that accumulated by default over the years.
Buy-side and sell-side support through diligence, structuring, and integration planning. Buyers learn what they're really acquiring: normalized EBITDA, working capital needs, and liabilities nobody mentioned. Sellers go to market with financials that hold up under scrutiny.
When margin is eroding or losses are compounding, we find the cause and build the plan. That starts with a baseline showing where you land if nothing changes, then scenarios that price out each intervention before you commit to any of them.
Budgets, forecasts, and variance analysis for businesses that need the numbers run properly without building a full finance team. We build the model, set the reporting cadence, and explain what moved and why, so you manage against the forecast instead of just updating it.
Where the business goes over the next three to five years, and what it stops doing to get there. Some of this work is quantitative and some of it isn't. We bring the same rigor either way, and we won't turn a strategy question into a modeling exercise just because modeling is easier.
How your product reaches the market and how it's understood once it arrives. Channel strategy, positioning, and pricing architecture, developed with the commercial judgment that keeps a good idea on paper from failing in the trade.
Our Results
$148M+
revenue managed by our team
$1M
In capital raised with our clients
$3.4M+
in total value created for our clients
Frequently Asked Questions
Management consulting for small businesses is project-based strategic advisory that helps owners navigate high-stakes decisions, M&A, pricing, turnarounds, and capital raises. Unlike ongoing CFO work, consulting engagements have a defined scope and deliverable: typically a financial model, strategic roadmap, or transaction recommendation.
When the decision is too important to make without an expert in the room. Common triggers: a potential acquisition, a declining margin that isn’t improving, a bank asking for a restructuring plan, or a strategic pivot that needs a financial model behind it. If the outcome of a decision could materially change your business, that’s when outside perspective pays for itself.
M&A advisory guides business owners through acquisitions and divestitures, from financial due diligence and deal structuring to post-merger integration planning. VantagePoint advises buyers on what they’re actually acquiring (normalized EBITDA, working capital requirements, hidden liabilities) and helps sellers present their business in the strongest possible financial light.
Consulting engagements are scoped at a fixed fee agreed before work begins, with a buffer built in for the normal course of a project. If the work runs beyond that buffer, additional hours are billed, and we raise it with you before that point rather than after. Ongoing advisory relationships are structured as retainers instead.
Scope and duration. A consulting engagement answers a defined question and ends when the deliverable is in your hands. Fractional Finance is an ongoing relationship where our team owns part of your finance function month after month, including work a consulting project would only touch once. Many clients start with a project and move into an ongoing engagement afterward, but neither requires the other.
Not always. Some strategic planning work is entirely qualitative: deciding which markets to enter, what to stop doing, how to structure a team, or how to sequence the next three years. When a decision needs numbers behind it, we build them. When it doesn't, we won't manufacture a model to justify the engagement.