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Advisory

Business Consulting

Counsel for the ambitious — strategy that survives contact with reality.

TL;DR

Senior advisory for leaders who need clarity, not slideware. Klamka Group works alongside your team on strategy, operations, growth, and the hard decisions in between — diagnosing what actually constrains the business, then building the plan and the operating discipline to move it. Fixed scopes, measurable targets, no permanent dependency.

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Overview

What this service delivers

Business consulting is independent counsel for decisions that carry weight — where to compete, what to fix first, how to grow without breaking what works. We sit with the numbers, the market, and the people who run the company, then give you a position you can act on with confidence.

It is built for founders, owners, and executive teams at an inflection point: a stalled growth curve, a margin that no longer holds, a market shift, an acquisition, or a plan that looks fine on paper and stalls in practice. If the next decision is expensive to get wrong, this is the engagement.

Klamka Group delivers it as a small senior team, not a pyramid of juniors. We diagnose before we prescribe, write recommendations a leader can defend to a board, and stay close through execution so the strategy meets reality on your terms. Every engagement carries a defined scope, named owners, and targets you agreed to up front.

What's included

Inside the engagement

Strategic diagnostics

A clear, evidence-based read on what genuinely constrains the business — market position, unit economics, capacity, or capital — so effort lands where it changes the outcome.

Growth and go-to-market strategy

Where to play and how to win: segment prioritisation, pricing, channel design, and a sales motion sized to the team you actually have.

Operating model and efficiency

Redesign of how work flows, who owns what, and where cost or delay hides — turning a busy organisation into a deliberate one.

Financial and commercial planning

Models that tie strategy to cash: scenario planning, margin architecture, investment cases, and the metrics a board will trust.

Transformation and execution support

A phased roadmap with owners and milestones, plus hands-on stewardship through the first quarters so change holds.

Board and investor readiness

The narrative, data room, and defensible projections needed for a raise, a sale, or a board that expects answers.

Proof

Where it delivers

Representative engagements — the problem with the old way, what we rolled out, and the estimated result. Company names are illustrative.

Verdant Table FoodsE-commerce (DTC grocery)
Blended CAC down 38%, repeat revenue +27% The old way

Growth had plateaued and the founders chased every channel at once — three ad platforms, two marketplaces, a wholesale push — with no read on which actually paid back. Decisions were made on gut feel and the cheapest agency invoice.

 What we rolled out

We ran a contribution-margin diagnostic by channel and cohort, then cut two unprofitable channels, repriced the subscription tier, and concentrated spend on the one segment that retained. A simple weekly scorecard replaced the guesswork.

 Estimated result

Within two quarters the business grew on a smaller marketing budget, and repeat revenue became the largest line for the first time.
Nordhavn Precision GmbHManufacturing (industrial components)
Lead time 11 to 6 weeks; on-time delivery 71% to 94% The old way

Lead times had crept to eleven weeks and the team blamed suppliers. In reality, jobs sat in queues between stations and nobody owned the schedule end to end; expediting was a daily firefight.

 What we rolled out

We mapped the value stream, exposed the two bottleneck cells, and introduced a pull-based scheduling discipline with a single accountable planner. Capital was redirected from a proposed new machine to fixing flow.

 Estimated result

Lead time roughly halved without new equipment, and on-time delivery stopped costing them late penalties.
Meridian Trust AdvisorsFinance (wealth management)
Operating margin +9 points in one year The old way

The firm served everyone from small savers to family offices with the same high-touch model, so partners spent premium hours on accounts that lost money. Profitability per client was never measured.

 What we rolled out

We built a client-economics model, tiered the book, and designed a lighter service track for small accounts while freeing senior partners for high-value relationships. Pricing was reset to match service cost.

 Estimated result

The firm shed unprofitable workload, lifted partner capacity for growth, and raised average revenue per relationship.
Saint Aubrey Health GroupHealthcare (private clinics)
Average chair utilisation 64% to 83% The old way

A four-site clinic group expanded by copying its original site, but each location ran its own bookings, staffing, and supply ordering by spreadsheet. Utilisation varied wildly and no one could compare sites.

 What we rolled out

We defined a standard operating model, a shared KPI set, and a central scheduling discipline, then coached site managers through a staged rollout rather than a big-bang change.

 Estimated result

Practitioner utilisation evened out across sites and a fifth location opened on the standard model in weeks, not months.
Lantern Bay ResortsHospitality (boutique hotels)
RevPAR +21% over the prior year The old way

Two coastal properties set room rates by last year's calendar and a manager's instinct. In peak weeks rooms sold out too cheaply; in shoulder season they discounted into the floor.

 What we rolled out

We installed a demand-based pricing framework, a weekly revenue review, and a clear rule set for promotions, then trained the in-house team to run it without an outside agency.

 Estimated result

RevPAR rose across both seasons while occupancy held, and discounting became a decision rather than a habit.
Transcontinental Freight LinesLogistics (regional haulage)
Empty-mile ratio down 34%; route margin restored The old way

Dispatch ran on phone calls and a wall planner. Empty return legs were common, fuel cost climbed, and the owner had no view of profit per route until the accountant closed the month.

 What we rolled out

We rebuilt route economics from the ground up, killed three structurally loss-making lanes, renegotiated two anchor contracts, and gave dispatch a daily profitability view per load.

 Estimated result

Empty mileage fell sharply and the network turned a consistent margin on the routes that remained.
Cobalt Stack SoftwareSaaS (B2B workflow tools)
Net revenue retention 91% to 114% The old way

The product had decent sign-ups but flat revenue. Sales, marketing, and product each had their own definition of an 'ideal customer,' so effort scattered and churn quietly ate new logos.

 What we rolled out

We facilitated a focused ICP and pricing reset, aligned the three teams on one motion, and re-tiered the plans to capture value from the accounts that actually expanded.

 Estimated result

Net revenue retention crossed the threshold where growth compounds, and the funnel finally pointed at one customer.
Harbourgate EstatesReal estate (commercial development)
Peak cash exposure reduced by roughly 40% The old way

A developer judged each project on headline yield and took on whatever the bank would fund. Two concurrent schemes strained cash, and a slow-letting asset nearly forced a distressed sale.

 What we rolled out

We built a portfolio cash-flow model with stress scenarios, sequenced the pipeline to protect liquidity, and set clear go/no-go gates tied to pre-letting before committing capital.

 Estimated result

The company exited the cash squeeze, paced new starts to its actual capacity, and improved its terms with lenders.
Brightpath Learning AcademyEducation (private tutoring network)
Billing disputes down 80%; admin hours per centre cut by a third The old way

Enrolment grew faster than the back office. Tutor pay, scheduling, and parent billing were handled by hand across centres, errors crept into invoices, and refunds eroded trust.

 What we rolled out

We redesigned the administrative operating model, standardised pricing and refund policy, and clarified which decisions sat with centre heads versus head office — then documented it as a simple playbook.

 Estimated result

Billing errors all but disappeared and head office stopped being the bottleneck for every new centre.
Aldery & Roe PartnersProfessional services (law firm)
Fee realisation 78% to 91% The old way

Partners priced every matter by the hour and wrote off significant time when work overran scope. Realisation was poor and nobody could say which practice areas truly made money.

 What we rolled out

We analysed profitability by practice and matter type, introduced scoped fixed-fee structures for the predictable work, and gave partners a live realisation dashboard.

 Estimated result

Write-offs shrank, the firm leaned into its most profitable practices, and partner earnings improved without raising rates.
Solara Grid EnergyEnergy (solar installation and O&M)
Average project margin +14 points; cash conversion materially improved The old way

The company won projects on price, then discovered margins evaporated in installation overruns it never tracked. Cash was always tight despite a full order book.

 What we rolled out

We instrumented project costing, set disciplined bidding rules with a minimum-margin floor, and restructured the order pipeline so cash collection matched the build schedule.

 Estimated result

The firm walked away from value-destroying bids, and a healthy order book finally translated into healthy cash.
Maison Vela RetailRetail (fashion chain)
Markdown stock down 29%; gross margin +6 points The old way

Eight stores carried near-identical assortments regardless of location, leaving fast-movers out of stock in some and markdowns piling up in others. Buying was a yearly guess.

 What we rolled out

We built a demand-driven assortment and replenishment framework, segmented stores by local sell-through, and set a markdown cadence governed by data rather than panic.

 Estimated result

Full-price sell-through climbed while end-of-season markdown stock fell, lifting overall gross margin.
Yangon Bridge TradingImport/export (regional distribution)
Working capital freed equal to ~2 months of revenue The old way

A family-run distributor grew by adding product lines, but had no system to see which SKUs and customers carried the business. Working capital was buried in slow stock and stretched receivables.

 What we rolled out

We ran an 80/20 review of products and accounts, pruned the long tail, tightened credit terms on chronic late payers, and right-sized inventory to true demand.

 Estimated result

Trapped working capital was released back into the business and management focused on the lines that paid.
Atrium Health DevicesMedical devices (scale-up)
Round closed above target at a higher valuation The old way

Heading into a funding round, the founders had a compelling product but a thin commercial story — projections built bottom-up by hope, and no clear answer on unit economics or market size.

 What we rolled out

We pressure-tested the model, rebuilt defensible projections from real conversion data, sharpened the go-to-market narrative, and prepared the team for investor diligence.

 Estimated result

The company entered the raise with numbers it could defend line by line and closed on stronger terms than its prior round.
Questions

Frequently asked

How is this different from a large management consultancy?+
You work directly with senior people throughout — no junior team learning on your account. Engagements are tightly scoped, the recommendations are written to be acted on rather than admired, and we stay through execution. Less deck, more decision.
How quickly will we see results?+
The diagnostic phase typically delivers a clear, defensible position within the first few weeks. Operational and commercial gains usually show within one to two quarters, depending on the change. We agree the targets and timeline before any work begins.
Do you only advise, or do you help us execute?+
Both. Many clients want counsel and a plan; many also want us close through the first phases of execution so the strategy holds under real conditions. We scope the engagement to whichever you need and hand control back deliberately.
What size of company do you work with?+
From founder-led businesses through to established mid-market firms and scale-ups preparing for a raise or sale. The common thread is an ambitious leadership team facing a decision that is expensive to get wrong.
How do you charge?+
By defined scope with a clear deliverable and agreed outcome, not an open-ended hourly meter. For longer transformation work we structure phased engagements with milestones, so you can judge value at each stage before committing to the next.
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If the next decision is expensive to get wrong, start a conversation with Klamka Group — clarity first, commitment second.

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