Proof that the plan works after we leave.
Case Studies
Select a story below to read the full write-up.
Scaling B2B SaaS
Product and GTM Strategy for a Scaling B2B Software Company
Healthcare / MedSpa
Turning patient demand into predictable revenue
Acquisition Diligence
Assessing an SaaS/Services target for a strategic buyer
HVAC / Trades
Building an operating rhythm that scales crews
Healthcare / MedSpa
A multi-site MedSpa group rebuilds its growth engine
The challenge
A multi-location aesthetics and wellness group was growing on referrals alone. When a new, low cost competitor entered the market, they were uncertain whether to hold their premium pricing or move toward competitors' price points.
What we did
(1) Market and customer competitive assessment
Conducted pricing sensitivity assessment between new low-cost entrant’s base and client’s customer’s base
(2) New recurring cross-sell strategies
Focused on retaining high-end loyal customers through in-store upsell and membership, replacing a la carte pricing.
(3) Premium brand retention design
Shifted customers from transactional to membership-based model and added premium content workshops.
The outcome
20% revenue growth in 6 months while maintaining high client satisfaction
Scaling B2B SaaS
Positioning an early-stage software company for rapid growth
The challenge
An early-stage technology company had a strong founding vision but no validated go-to-market path. The original business model wasn't gaining traction, and the founding team needed to determine whether to pivot, and if so, to what. Without a clear product strategy, defensible pricing model, or investor-ready materials, the company risked stalling before it ever reached the market.
What we did
Led the company through a full strategic reset
(1) Conducting competitive landscape research to identify where the market was underserved
(2) Rebuilding the business model around a B2B platform approach, and
(3) Designing a tiered pricing structure with to drive early adoption.
Stress-tested the new pricing strategy directly with customers, developed investor- and customer-facing materials to support the pivot, and advised the founding team on equity structure and capital strategy as they prepared to raise outside funding.
The outcome
The company moved from an unvalidated concept to a scaled product with a defined pricing strategy built for growth, positioning it to bring on committed customers and pursue its next round of funding with a credible, data-backed go-to-market plan.
Acquisition diligence in a rapidly growing market
SaaS / Services
“Erin delivered a market and competitive assessment that sharpened how we thought through our next moves. She consistently gave the clear, senior-level guidance you'd expect from a real expert. A strong choice for any organization that needs fractional strategy work that actually informs decisions.” — President, Client
The challenge
A specialized digital services company was positioned in front of a significant market tailwind: new federal requirements are creating compliance deadlines for tens of thousands of state and local government entities and their technology partners. The company had nearly doubled revenue from 2023 to 2024 and offered a differentiated delivery model, but the opportunity needed to be weighed against increasing competition, declining near-term profitability, and significant founder dependency.
What we did
Conducted end-to-end commercial, financial, and operational diligence to determine both the attractiveness of the market and the target's ability to capture it, including:
Analyzed the regulatory landscape and addressable customer opportunity
Benchmarked the company against market leaders and boutique competitors
Assessed AI and automation as potential disruption risks
Reviewed customer contracts and recurring-revenue opportunities
Interviewed employees and reviewed customer interactions to understand delivery operations
Analyzed historical and annualized financial performance to identify margin and scalability risks.
The outcome
The diligence identified a compelling but execution-dependent investment opportunity. Regulatory changes were creating substantial new demand; at the same time, we identified material risks: operating expenses had risen significantly faster than revenue, annualized 2025 profitability had fallen, fixed-fee contracts created margin exposure, delivery capacity constrained scalability, and the planned departure of a highly involved founder created significant key-person risk.
The resulting recommendation was a “moderate buy” rather than an unconditional go/no-go: proceed based on the strength of the market opportunity and differentiated service model, while immediately addressing financial controls, founder knowledge transfer, operational scalability and governance. The diligence became both an investment decision framework and a roadmap for strengthening the business after acquisition.
Professional Services: Trades
A regional trades operator builds a scalable commercial motion
The challenge
A family-owned trades business had strong commercial demand but profit margins were slim unpredictable, lowering their operating income.
What we did
We completed a teardown of their customer and project-based profitability compared to their competitors and found that they were bidding on projects with no insight on the margin opportunity. This meant that some projects had margins as low as 10% and several that were even in the red.
We then realigned all bidding to focus on accounts with projects above the desired margin threshold, which meant improving the go-to-market motion, vendor relationships, and executing on deals with strong profitability.
The outcome
The company created a predictable forecast of higher-margin projects over the course of just 6 months, pulling up their operating income by double digits.