000-000-0000 · closed Sundays
The whole firm
Six of them. The one who sells you the work is the one who turns up to do it, because there is nobody else for it to be handed to.
Managing partner
Strategy, margin and owner succession
Ran operations for a ninety-person food manufacturer in Long Island City for eleven years, including the two in which it nearly went under and the four after that. Started this firm in 2011 because the advice that business got when it needed it most was worth less than it cost. Does most of the first meetings.
Partner, operations
Process, capacity and scheduling
Twenty years on and around a shop floor, first as a machinist and then running production for two fabricators in Maspeth. Will spend two days standing in the way with a notebook before he says anything, which is the part clients find strange and then find useful.
Partner, people and hiring
Roles, pay, structure and hiring
Built the people function of a home-care agency from thirty carers to three hundred, which is the size range where structure stops being optional. Is careful about the line between management questions and legal ones, and will tell you when you have crossed it.
Consultant, sales and growth
Revenue, pricing and the quoting process
Sold for a specialty importer for six years and then ran their commercial side, which mostly meant discovering how much of the revenue came from three telephone numbers. Does the work of taking two years of sales data apart, which nobody enjoys and everybody needs.
Consultant, systems and reporting
System selection, reporting packs and getting data out
Spent seven years implementing systems for small businesses, most of them badly specified before she arrived. Writes the requirement before anybody names a product, and is the reason this firm has never taken a fee from a software vendor.
Senior adviser, succession
Handover, knowledge transfer and the years before leaving
Ran a mechanical contracting business his father started, for twenty-six years, and then spent four years getting out of it. Joined in 2019 to do the succession work, on the grounds that he had made most of the available mistakes himself and would rather other people did not.
Management consulting is not a licensed profession. There is no examination, no register and no body whose approval means anything, which has one honest consequence: any credential on a page like this would either be a real qualification from a different profession, worn to borrow its authority, or an ornamental certificate from an organisation that sells them.
So there are no certificates, designations, memberships or awards anywhere on this website, and the entries above say what each person has actually run instead — a shop floor, a payroll, a branch, a business of their own. That is the only thing about an adviser a business owner can really use.
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.
The proposal names who is doing the engagement. That person is at the first meeting, writes the proposal, does the days and writes the document. On a two-person engagement the second person is also named. There is no bench of juniors, no delivery team and no handover after the sale, because there are six of us and there is nowhere for the work to go.
The practical cost of this is that we can only run a handful of engagements at once and sometimes the answer to when can you start is eight weeks. That is the trade and we would rather say it than staff around it.
Between the six of us: English, Spanish, Polish, Korean, Armenian. In this borough that is practical rather than decorative — a fair number of first meetings happen in two languages, and a conversation about what actually went wrong last month goes better in the one somebody thinks in.
Every photograph here was generated. Every photograph on this website was generated rather than taken. There is no office on 61st Street, the workshops and stockrooms are not real places, and the six people on the team page are not photographs of anybody.
$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.