The Scorecard tells you the boat is moving. We tell you if it's pointed at the money.
The Scorecard tracks activity. We track which of it makes money. Guaranteed 3x your fee in owner-accepted value, in 14 days. Typical 5x to 10x. And when the ownership event arrives, a sale, a PE approach, a succession, the same numbers become the price.
30 minutes with Russ. No pitch. You leave knowing which measurables actually track the money.
Your Scorecard measures motion. It doesn’t measure profit.
EOS gives you a Scorecard, Rocks, and an L10. What it assumes, and rarely names, is a Finance seat that can tell you which of those numbers actually makes money. Most operating companies run for years with that seat empty.
The decisions weren’t wrong. You made them on the only numbers you had, and those numbers were never built to decide from. Everyone who touches your books is paid to serve something else: the filing, the close, the report. Nobody is paid to make the next call defensible, and that is the job we do.
One day the Scorecard meets a buyer. Only one of them negotiates.
A PE letter, a competitor’s approach, a succession conversation at the kitchen table: the moment an ownership event forms, every measurable that never tracked money converts to priced risk. A sale price is a multiple times earnings, and buyers only pay for a trend they can believe.
The trailing-twelve clock doesn’t start until the numbers are true. Every month you wait moves the sale date a month, and the strongest position an EOS company can be in is the one where the Scorecard, the P&L, and the buyer’s read all say the same thing.
Three traps a green Scorecard hides.
The Six Trap Diagnostic™ reads your numbers through the decisions that produced them. Three of the six show up most often behind a healthy-looking Scorecard. The patterns are structural, not failures of the owner.
A Scorecard full of green can feel like proof the company is healthy. Some of those measurables stopped tracking money a while ago, and nobody is paid to notice. That is where the profit quietly leaks.
A Rock ships, the team celebrates, and a clean bottom line hides the product or client the rest of the business is quietly funding. The aggregate P&L keeps the secret. Full allocation gives it up.
A measurable nobody has re-baselined in three years is not stable. It is margin leaking at a rate nobody has priced, because the Scorecard row always looks the same.
An operating company that ran on data, and still wasn’t getting the truth from it.
A clean close is not a fast one, and neither tells you where the cash is stuck.
Cash was trapped in a billing and close cadence nobody had revisited, and clean-looking reports masked the leak. We rebuilt the rhythm, pulled the working capital forward, and put margin on a weekly line of sight, numbers settled before the Level 10, so the meeting spends its time on issues, not on debating the data.
Anonymized by segment and revenue band until attribution is confirmed. The mechanism reads the same across industries because the traps do.
Two doors. Same engine. Same guarantee.
Both start with 14 days and end with owner-accepted value in dollars: at least 3x the fee identified, or you pay nothing. Typical results run 5x to 10x.
The Sellable-Numbers Scan
A sale, a PE approach, a succession forming? The Scan shows you your company the way a buyer will, in dollars, in 14 days: what diligence would knock off your number, where the value expansion lives, and the first three moves. From $10,000, fixed.
The Scan, in full →The Decision Diagnostic
Not selling? The Diagnostic builds the financial measurables that belong on the Scorecard: which products, customers, or jobs actually make money, where the recoverable value sits, and what to do first, settled before the L10.
The Diagnostic, in full →Pricing is banded by revenue and fixed before we begin: see the bands. The mechanics are public: read the guarantee. One next step either way: a 30-minute fit call.
Decide from the numbers. Prove it in the cash.
One 30-minute fit call. If it fits, the 14 days start. If your implementer or chair sent you this page, this is the Finance seat they meant.