The Problem

Despite eight years of consecutive growth, Reliant was running at 7.5% margins with persistent cash flow strain. The business had always been tight on cash due to aggressive debt repayments taken to fund expansion and an overhead structure that grew unchecked alongside revenue. Revenue in QuickBooks didn’t reconcile with ServiceTitan and HouseCall Pro—significant cash gaps existed between what the systems reported and what actually hit the bank. Bank accounts weren’t properly reconciled. Substantial upfront deposits were distorting revenue recognition. The company had previously employed a full-time CFO who couldn’t deliver the level of detail or results needed.

What We Did

We restructured the financials from the ground up—breaking out revenue and expenses by business unit, converting from cash to accrual basis, reconciling all bank accounts, and tying operational data from ServiceTitan and HouseCall Pro directly into QuickBooks. With clean data, we identified $3M+ in annual overhead that could be eliminated across leases, insurance, software licenses, and team. Beyond the overhead cuts, we identified cash gaps in payment processing, advised on setup changes to de-risk the business, pursued aggressive real estate consolidation, and uncovered major operational improvement opportunities in ERP usage.

The Results

Why It Worked

Reliant’s situation required more than clean books—it required PE-level financial analysis on a complex, multi-location operation with 85 employees and persistent cash flow challenges. Our experience from the buy side of hundreds of home services acquisitions meant we had the benchmarks to know where costs should be and the pattern recognition to find gaps that a traditional CFO or bookkeeper would miss. Every option was explored, every cost that could be cut was cut, and no stone was left unturned.

The Problem

Hosack had been flat for three years with thin margins. A substantial portion of revenue came from commercial and new construction work, which carried lower margins than residential service. Labor costs weren’t allocated by business unit, making it impossible to see which parts of the operation were profitable and which were dragging down the whole company.

What We Did

We properly allocated labor expense by business unit to show exactly how profitable each segment was. Supported a transition away from an expensive PEO to a new payroll provider. Restructured the compensation plan to align technician incentives with business goals—increasing sales allowed technicians to spend more time on profitable residential work. Built a detailed 12-month financial model with monthly revenue and expense targets. Provided operational clarity on call center performance and marketing spend efficiency.

The Results

In Steve’s Own Words

Why It Worked

The key insight was that Hosack’s margin problem wasn’t about revenue—it was about mix. By breaking out profitability by business unit, we showed the owner exactly where to focus. The comp plan realignment created incentive alignment between tech behavior and company profitability. Industry experience beyond just the financials—in areas like call center optimization—delivered value that a typical accountant or bookkeeper wouldn’t touch.

The Problem

Maverick was profitable in 2024 but began losing money in early 2025. Lack of data integrity and unreliable financials made it impossible to identify how much the company was losing, where the losses were coming from, or what to fix. Previous firms had failed to handle the complexity of tracking multiple trades clearly on the financial statements.

What We Did

We rebuilt the financials by breaking out both revenue and expenses by trade to isolate profitability per business unit. Converted from cash-basis to accrual accounting so costs were recognized when incurred, not when bills were paid—making month-to-month trends meaningful and tied to actual operations. Our deep integration with ServiceTitan allowed us to fully connect operational data to the financial statements in a way previous firms could not. Beyond the financial cleanup, we identified which trade was unprofitable and provided operational insight on marketing spend, call center efficiency, and financing costs.

The Results

Why It Worked

Multi-trade businesses are among the hardest to get right financially because costs blur across business units. Our deep understanding of ServiceTitan and trade-specific economics made it possible to isolate profitability per trade—something previous firms couldn’t do. The experience of having evaluated hundreds of home services companies from the buy side meant we had the benchmarks to immediately spot what was wrong and the playbook to fix it.