Published Pricing
Not a six. An eight. The operation works, the customers are mostly served, the year mostly lands where it was supposed to. The last two points on that scale hold most of the money, and they are the hardest two to reach, because nothing is obviously broken. There is no fire to point at. That is exactly why they stay unclaimed.
Research we co-authored with Steel Dynamics in AIST Iron and Steel Technology put a number on it: thirty thousand to seventy thousand dollars in added profit for every one million dollars of sales. At a $50 million company that is one and a half to three and a half million dollars a year.
Our fee runs through your P&L, and your accountant should book it there. What it buys shows up in how your company funds its growth, and in how much of that growth still runs through you.
Every new dollar of revenue needs inventory and receivables before it earns a profit. Grow a $50 million company twenty percent and about $1.85 million has to be funded first. Much of that cash is often already in the building: at most mid-market manufacturers, inventory, work in process and receivables, net of what is owed suppliers, tie up ten to twenty percent of annual revenue, and every day sooner that customers pay at a $50 million company puts about $137,000 in the bank.
Most growth runs partly on the bank's money. Your bank decides how much to lend, against what, and on what terms by reading your operation: profit it can trust, invoices paid on time, inventory that moves, and a company that does not depend on one person.
Every new customer, line or site adds decisions, and most of them come back to you. A company can only grow as fast as the person every decision runs through. We move that load to a leadership team and an operating system that hold when you are away.
Single points of failure, deferred maintenance, customer concentration, quality systems that would not survive an inspection, a structure that lives in one person's head. None of it appears in your earnings until the day it stops your growth.
And the company is worth more, whether or not you ever sell.
Read the full case, with the arithmeticEvery Sea Trial has a fixed price for the 90 days, set in writing before we start, based on the size of your company and the scope of the work.
Every Sea Trial has a fixed price for the 90 days, set in writing before we start, based on the size of your company and the scope of the work.
Travel cost is estimated in advance, capped in the agreement, and billed without markup.
Any partner subscription or hardware is quoted separately from Pilot's fee, so the cost of the work and the technology remain clear.
Half is due on signature and half on day 45. Both invoices are due on receipt.
Twelve to eighteen months, invoiced monthly. Every Sea Trial has a fixed price for the 90 days, set in writing before we start, based on the size of your company and the scope of the work.
Thirty years in, we see in three days what takes most people three weeks. Under a day rate, every year we get better at this you would pay us less for the same result. That is a broken arrangement and we do not run it. You are buying a defined set of outcomes and an operating cadence, over a fixed term, at a fixed price.
At a $50 million company, one and a half to three and a half million a year of added profit to put back into growth. At a bank that lends up to three years of profit, that is four and a half to ten and a half million dollars more room to fund the rest. Every Sea Trial has a fixed price for the 90 days, set in writing before we start, based on the size of your company and the scope of the work. If we are both right about the work, the arithmetic is not close. If we are wrong, you find out in ninety days for a fixed price, which is the entire reason the Sea Trial exists.
Every Sea Trial has a fixed price for the 90 days, set in writing before we start, based on the size of your company and the scope of the work.
No. Engagements are set to the scope of the work, not priced by hours or days. A day rate would mean that the faster and more experienced we get, the less we earn for the same result.
Industrial companies between $20 million and $3 billion.
Twelve to eighteen months for a full Fractional COO engagement. Ninety days for a Sea Trial, which ends in a written go or no-go decision with no obligation either way.
A ninety-day fixed-scope, fixed-price engagement that proves the fit before either side commits to a longer term. Each is built around a specific trigger, and each ends in a written decision document.
Twenty minutes to see which of these numbers applies to you.
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