000-000-0000 · closed Sundays
Woodside, Queens · since 2011
Woodside Management Partners is a six-person management consultancy working with businesses of roughly four to a hundred people across Queens, Brooklyn, the Bronx, Manhattan and Nassau County. We work on how the business runs: where the work stops, where the margin is, who decides what, and what has to be true before you can take a fortnight off. We are not your accountant and we are not attorneys, and there is a page that says exactly where that line sits.
What owners actually say
Nobody rings a consultancy asking for a capacity model. They ring because something has stopped working and they have run out of ways to think about it on their own. These are the seven sentences we hear, and what each one usually turns out to be.
Most small businesses do not have a strategy problem, they have a sequencing problem: five good ideas, all half-started, none finished. This work ends with a short written plan that names what happens in the next twelve months, what is deliberately not happening, and who owns each piece.
We follow a job from the enquiry to the invoice and write down what really happens, not what the procedure says. Rework, waiting, double entry and the jobs that only one person can do are where the time goes, and they are visible within a week of looking properly.
Small businesses grow past their structure without noticing. This work sets out the roles the business actually needs, what each is worth in this market, who reports to whom, and how a hire is run so it takes weeks rather than seasons. It is not an employment-law service and we say so.
Two questions, and most owners can only answer one of them quickly: where did last year's revenue actually come from, and what happens to an enquiry between arriving and being quoted. The answers usually make the pricing conversation unavoidable, which is the point.
We do not sell software and we take nothing from any vendor, which is the only thing that makes this advice worth having. The work starts with what has to be true when the system is in, not with a shortlist, and it ends with somebody in your business who can run it.
We read the statements your accountant prepares and work out what they say about the business. We do not prepare them, review them, compile them or file anything, and the page on what we do not do explains exactly where that line sits and who is on the other side of it.
Most of the work of leaving is operational, and it is slow: writing down what is in one person's head, moving relationships onto more than one pair of shoulders, and finding out which decisions still come back to you. We do not value the business and we do not sell it — both of those are somebody else's licence and somebody else's job.
Seven practice areas, twelve engagements
Every engagement below is a fixed shape: a number of chargeable days, at one of three published rates, over a number of calendar weeks, ending in something written. The smallest is four days and the largest runs for 24 weeks.
from $8,800
Where the business is going, what it will stop doing to get there, and which three things happen first.
We are busy and we are not getting anywhere.
from $10,800
How the work actually moves through the business, where it stops, and what it costs every time it has to be done twice.
Everything takes longer than it should and I do not know why.
from $10,800
Who does what, who decides what, what each role is paid, and how the next person is hired without it taking six months.
I cannot take a week off without the place falling over.
from $10,800
Where the revenue comes from, how concentrated it is, what happens to an enquiry, and what you charge for the work.
One customer is nearly half our revenue and I have stopped sleeping.
from $5,600
What the business needs a system to do, which one to buy, and how to get it in without stopping work for a month.
We bought something and nobody uses it.
from $11,000
Which work makes money, which work does not, and what the monthly numbers would have to show for you to know without asking.
We had our best year and there is no money in the account.
from $22,000
What has to be true before the business can run without you, and how long that actually takes.
I want to be out in four years and I have no idea how.
The assessment
It asks about the business rather than about how you feel it is doing: what last week went on, where the revenue came from, what has stopped working, what you have already tried. Two of the questions change depending on your earlier answers, because a three-person business and a thirty-person business are not having the same conversation. At the end it names two or three areas your answers point at and the engagement that addresses each.
The answers live in this browser while you fill it in, and the summary is worked out on your own machine. The only thing that is ever transmitted is what you choose to send at the end.
No grade, no rating, no percentage, and no comparison with any other business. It names what your answers suggest, in our own vocabulary, and points at the work that would address it.
A half-finished assessment survives a closed tab, and the address bar carries your answers so you can send the link to a business partner to finish.
The pricing model, in public
Consultants hide this universally, and the reason is not modesty: a fee revealed after you have explained your problems is a fee arrived at from your problems. Ours is on the website, so the first meeting can be about the business.
$2,200a day
A day where a partner is the one in the room asking the questions. Every strategy, pricing, margin and succession engagement is priced at this.
$1,800a day
What a two-person day actually costs — a partner and a consultant. Most engagements here are two people, so most of them are priced at this.
$1,400a day
A day of the work that follows the questions: the counting, the drafting, and sitting with somebody while they do a thing for the first time.
A worked example
A twenty-four person fabricator wants to know why a good year produced no money. That is a margin review: five to nine days at the partner rate, over four to six weeks, ending in a written margin picture with the workings shown. Here is the whole of the arithmetic behind the number on the proposal.
How that fee is arrived at
The day rate is $2,200 and it is on the fees page. That multiplication is the whole of the pricing model: there is no retainer hidden inside it, no percentage of anything and no success fee.
How it runs
Twenty minutes
Enough to work out whether a meeting is worth anybody's morning. If it is obviously not, we say so on the call rather than booking a meeting to say it politely.
Ninety minutes, no fee
At your premises if you want us to see the place, at ours if you would rather your staff did not watch. You do the talking. At the end you get an opinion, not a proposal.
Within a week
Two pages. What we would look at, how many days, at which rate, over how many weeks, what you are holding at the end, and what we would need from your side. The fee is the day rate times the days, and the arithmetic is printed.
Four to twenty-four weeks
Mostly at your premises. A short written note every week saying what was done and what is next, so nobody discovers in week six that we went somewhere they did not want to go.
Two hours
The written thing, handed over in a room with whoever you want in it, and argued with. Then a call ninety days later that costs nothing, because whether any of it happened is the only measure that means anything.
The strongest page on this website
Management consulting is not a licensed profession, so nobody here can claim a qualification they have not earned. The risk runs the other way: an adviser drifting into work that IS licensed. These are the six things we will not do and the kind of professional each one belongs to.
That is a licensed profession and a different one. We read the statements your accountant produces and work out what they say about how the business is running — which is the whole of what the numbers work on this site is. The moment a question becomes what goes on a return, or how something should be recognised in the accounts, it stops being ours.
Contracts, terms of business, entity structure, partnership agreements, employment law and anything with a dispute in it are legal work, and we do not do any of it. We will happily tell you that a question has become a legal one — noticing that early is worth something — and then we stop.
A number that says what a business is worth is a professional opinion with a licence behind it and consequences attached to it. We will not produce one, we will not imply one, and we will not let a piece of work quietly become one.
Structure, roles, pay bands and how a hire is run are management questions and they are ours. Classification, leave entitlement, terminations, discrimination and anything with a filing deadline are not, and the distance between those two lists is shorter than it looks.
It is the only thing that makes advice about which system to buy worth having. If we ever did take a fee from a vendor, this sentence would have to come off the site, and we would rather keep the sentence.
An adviser who starts making the decisions is an expensive employee with none of the accountability, and the business gets worse at deciding rather than better. We work alongside your people, sometimes with our sleeves up, and the authority stays where it is.
Worked examples
There is not a single client name, logo or testimonial anywhere on this website, and that is deliberate rather than modest. A fabricated quotation attributed to a person is the one genuinely dishonest thing a consulting site can do. Every example below is a composite and says so on its own page.
Light manufacturing and fabrication
Revenue up two years running, the owner working six days, and the bank balance flat.
An illustrative composite, not one business
Home care services
Two coordinators were spending most of every week rebuilding a roster by telephone, and turnover among carers was highest in the branch with the most last-minute changes..
An illustrative composite, not one business
Specialty food wholesale
Forty-three per cent of revenue came from one supermarket group on ninety-day terms, and the owner had been meaning to do something about it for three years..
An illustrative composite, not one business
Mechanical contracting
The owner wanted to be out in four years.
An illustrative composite, not one business
Every case study on this site is a composite. Every case study on this site is an illustrative composite assembled from several businesses. No client is named, no logo appears, and there is not a single testimonial on this website attributed to a person — a fabricated one would be the one genuinely dishonest thing a consulting site can do.
The people here
There are no certificates, designations, memberships or awards anywhere on this website. Management consulting has no licence to hold, so any letters here would either be invented or decorative, and the second is worse than the first because it looks like something. What each person has actually done is on the team page instead: a shop floor, a payroll, a branch, a business of their own.
There are no certificates on this website. There are no certificates, designations, memberships or awards anywhere on this website. Management consulting is not a licensed profession, so any letters after a name here would either be invented or decorative. What each person has actually done is on the team page instead.
Writing
In this trade the writing is the credibility. Each of these is meant to be usable on its own, by somebody who never telephones.
Almost every owner who calls us has decided which one it is before they pick up the telephone, and about a third of them have decided wrong. Here is how to tell in an afternoon.
14 April 2026 · about nine minutes to read
Every business has a month where everybody worked flat out and the numbers came back worse than the quiet month before it. There are four usual reasons and none of them is bad luck.
22 May 2026 · about eleven minutes to read
The hire that most often fails in a small business is the first one with authority. It fails for structural reasons, not because the wrong person was picked, and most of them are fixable before the advertisement goes out.
30 June 2026 · about twelve minutes to read
The demonstration is designed to make you buy. Writing down what has to be true when the system is working — before anybody shows you anything — is the only reliable defence, and it takes about half a day.
28 July 2026 · about ten minutes to read
Questions
A partner day is $2,200, a blended day is $1,800 and a consultant day is $1,400. Every project on this site is a number of days at one of those three rates, and the fee range printed against it is exactly that multiplication. The smallest piece of work here is four days.
Because the alternative is that every first meeting spends twenty minutes on a question that has one number in the answer, and because a fee that is only revealed after you have explained your problems is a fee arrived at from your problems.
Ninety minutes, no fee, no obligation, and no proposal at the end of it — you get an opinion. Roughly one in four ends with us saying that we are not the right thing for this, which is why we can afford to give the time away.
No. We do not prepare, compile, review or audit accounts and we do not prepare or file returns. That is a licensed profession and a different one; your accountant does it. We read what they produce and work out what it says about the business.
No. We are not attorneys and nothing we say is legal advice. We will tell you when a question has become a legal one, which is genuinely useful and is where we stop.
No. We do not give investment advice and we do not put a value on a business — that is a professional opinion with a licence behind it. We work on the things that make a business worth more, which is a different sentence and an honest one.
$2,200 a partner day · ninety minutes free · about one in four we talk out of it
The assessment takes about four minutes and gives you a written summary of what your answers suggest and which engagement addresses each thing. It is indicative and not professional advice, and it is a better opening than a blank contact form. If you would rather skip it, the telephone works and the first meeting is ninety minutes and free.