Problems We Solve
Most owners do not call looking for a consultant. They call about a problem.
By Main Street Advisory · Published
Owners usually find Main Street Advisory because something in the business has stopped working the way it used to. The numbers do not answer the questions that matter. Work stalls unless the owner follows up. The largest customers still call the owner's cell phone.
These are three problems the firm works on. Each page explains what usually causes the problem, why it gets harder to defer, and what has to change.
The income statement says profit. The bank balance tells a different story, and no one can say with confidence which jobs, customers or services actually make money.
Managers have titles, but important decisions keep coming back to the owner, and the same problems come up in meeting after meeting.
Pricing, key customers and exceptions still run through the owner. The business was built on that strength, and now it is the ceiling.
More than one may be true
A cash problem can start with pricing, job execution, collections or decisions that wait on the owner. Weak accountability is often what owner dependence looks like from the manager's side. The problems overlap, so the work starts with the one costing the most right now.
You do not have to work out the problem alone. The work starts with a reading of the whole business. If the numbers cannot be trusted, fixing them comes first. Operating control is the objective.
Not sure which one fits?
Describe what is happening in a short note. Main Street Advisory replies within one business day, either with a few questions or to suggest a time to talk. Early conversations are at no charge, and a scope of work follows only once the fit is clear. If the problem is not one the firm can help with, the reply says so.
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