Is this a fit?

Questions owners ask

How is this different from what my accountant already does?

It is not a substitute for it. Your accountant is looking backwards with precision — what happened, what is owed, what is compliant. That work is necessary and we do not do it. We work on why the numbers came out that way: where the constraint is, who owns fixing it, and what changes in the next ninety days. In most engagements we end up in contact with the client's accountant, and that tends to make both pieces of work better.

Is this EOS?

No. EOS is a complete operating system, and it works well for companies prepared to adopt all of it. We start from the opposite direction — measure the company first, then decide what it actually needs. Some of what we recommend will resemble parts of EOS, because good management practice converges. The difference is that we are not obliged to install a whole system in order to justify being here.

We tried a consultant before and nothing changed.

That is the most common thing we hear, and it usually has one of two causes. Either the work stopped at recommendations and nobody was accountable for doing any of it, or the priorities were set in a room and never survived a busy month. We build in an owner and a measure for every priority, and we stay in the room through the execution. If you would rather test that before committing, the diagnostic is a fixed-fee, fixed-scope way to see how we work.

I don't have time for this.

That is generally a symptom of the problem rather than a reason to postpone. In practical terms the diagnostic asks for [[OWNER_TIME]] of your time, plus documents your bookkeeper can pull. If that is genuinely not available this quarter, say so — we would rather start when you can engage properly than run a diagnostic you have no time to act on.

Do I have to show you our financials?

Yes, and we will tell you exactly which statements and why before you send anything. They go through a secure upload, not email. They are seen by David Braun only, never shared with a referring accountant, lender or anyone else without your written instruction, and they are destroyed on a defined schedule. The full statement is on the confidentiality and scope page.

What if the diagnostic just tells me things I already know?

Partly, it will. Most owners have a reasonably good instinct for where the trouble is. What they usually do not have is the order, the evidence, or agreement across the leadership team. Turning six suspicions into two measured, ranked and documented priorities that everyone has seen is most of the value, and it is harder to do from inside the business than it sounds.

Are you going to tell me to fire people?

Sometimes the answer to a role problem is a person, and if we think so we will say so directly and privately. More often it is not — it is an undefined role, an absent measure, or a decision the person was never actually given. We look at the structure before we look at the individual, because replacing someone inside a broken role reliably produces the same problem with a new name.

You're one person.

Yes. That is a fair thing to weigh. It means you get the person you met, in every session, with the full context of your business — not an associate on a rotation. It also means capacity is limited, so we take on a set number of advisory clients at a time and say so when we are full. Where an engagement needs expertise outside our own — valuation, employment law, tax structuring — we bring in named specialists or work with the advisors you already have, rather than improvising.