Profit and pricing consulting
The fastest money in your business is already in your price list.
Almost every established business I look at is underpriced somewhere, and the owner knows exactly where — they just have not been able to justify the change to themselves. Meanwhile they are trying to fix a margin problem with more volume, which is the most expensive way to lose money ever invented.
This work is narrow and quantitative. We rebuild pricing from actual cost: burdened labor, materials, subcontractors, overhead recovery and a target net margin that leaves the owner paid. Then we look at the mix — which jobs, customers and services actually earn, and which ones are subsidised by the good work.
The output is a price structure you can defend, a list of work you should stop taking, and a clear number for what one point of margin is worth to you annually.
You are probably here because
- You quote from a number you inherited or guessed at
- Materials and wages went up and your prices did not
- Your biggest customer is also your least profitable
- Labor is running well past 35% of revenue
- You discount to win work and then resent the job
- You have no idea which service line actually makes money
What the work covers
Cost-up pricing model
Burdened labor rate, material markup, overhead recovery per hour and target margin — built for your business, not a generic template.
Margin by service and customer
Where the profit actually comes from, and which work is quietly funded by the rest of it.
Price increase plan
How much, in what sequence, to which customers, with the script and the loss tolerance math behind it.
Labor cost reduction
Utilization, scheduling, overtime and crew productivity — the levers that move labor percentage without cutting pay.
Overhead review
Line-by-line on fixed costs, subscriptions, equipment and the spend that survived only because nobody canceled it.
The engagement
Numbers first
Revenue, cost of goods, labor, overhead and job-level data if you have it.
Model
A pricing and margin model showing where you sit against where you need to be.
Sequence
Which price moves happen first, and the customer conversations that come with them.
Hold the line
Follow-up sessions through the increase, because that is where owners fold.
Investment
Included in Growth and Scale Advisory. Available as a focused standalone engagement when pricing is the only thing you want touched — quoted after the Growth Assessment.
What this is not
This is not a bookkeeping service and it does not replace your CPA. It uses your numbers to make operating decisions.
Run the numbers
Run your own numbers first
Labor Cost Percentage Calculator
Total labor as a percentage of revenue, against the benchmark for your business.
Gross Margin Calculator
Revenue minus the cost of delivering it — the number that funds your entire business.
Net Profit Margin Calculator
What the business actually keeps after everything — including paying you properly.
Business Health Score
Score your business 0–100 across profit, margin, labor, cash, growth, customer risk and owner load.
Straight answers
How much can I actually raise prices?
Usually more than you think, and the math tells you the ceiling. If your gross margin is 40%, a 10% increase lets you lose roughly a fifth of your volume and still be ahead. Most businesses lose far less than that.
What if I lose customers?
Some of them you should lose. The ones who leave over a fair increase are usually the same ones costing you the most to serve. We calculate the tolerance before you move, not after.
Do you need my tax returns?
No. A profit and loss statement, your payroll totals and a sense of your job costs is enough to build the model.
Related services
Thirty minutes. No pitch deck. Bring your numbers.
Or call (737) 888-0415