A growth diagnosis answers one question: where will the next twelve months of profitable growth actually come from? For most Ontario owner-run businesses the answer is already in their own numbers, hidden under habits and busy weeks. We dig it out, check it against your local market, and write it down as a short plan with targets you can measure.
What the diagnosis covers
We look at five things: revenue by line, margin by line, customers, market and capacity. Each one tends to change the plan.
- Revenue by line. Which services, products or customer types bring in the money, and how that has shifted over two years.
- Margin by line. Gross margin after direct labour and materials, plus a rough count of owner and manager hours each line consumes.
- Customers. Where your best customers are, how they found you, how often they come back and what they are worth over three years.
- Market. Who else is selling the same thing in your Ontario towns, how buyers search, and what the local housing and business mix suggests about demand.
- Capacity. How much more work you can take on before you need to hire, and what that hire would cost.
We don't need perfect books. Approximate figures that you trust are better than precise figures nobody believes.
What you receive
You get three short documents and one working session to walk through them.
- The one-page plan: three to five targets for the year, each with a number, an owner and a date.
- The numbers page: the revenue, margin and customer value figures behind each target, so your accountant or a partner can check them.
- The quarter-by-quarter action list: what happens first, what waits, and what you are deciding to stop.
A sample target might read: "Grow commercial maintenance contracts in Halton from 22 to 40 by next October, at a contract value of at least $3,200 a year." That's specific enough to measure monthly and to say no to distractions.
A worked example
Here is the arithmetic a diagnosis usually turns up, using made-up but realistic numbers. A Hamilton-area firm brings in $1.1 million a year across three lines.
| Line | Revenue | Gross margin | Repeat rate |
|---|---|---|---|
| Recurring service contracts | $380,000 | 44% | 81% |
| Project work | $560,000 | 27% | 15% |
| Walk-in and one-off sales | $160,000 | 19% | 9% |
Contracts are the smallest line by revenue but produce about $167,000 in gross margin and renew without a sales effort. Project work produces about $151,000 on more revenue and far more selling time. The plan that follows is obvious once it is on paper: build the contract base first, and use project work to feed it.
Timeline
Most diagnoses take three to six weeks from first call to final session.
- Week 1: kickoff call, data request, access to analytics and ad accounts if you have them.
- Weeks 2–3: analysis, a market scan of your main Ontario towns, and a short interview with you and one or two managers.
- Weeks 4–5: draft plan, a review session, revisions.
- Week 6: final plan and handover. If you want help carrying it out, we discuss monthly advisory or a defined project.
How we measure whether it worked
A plan succeeds if the business hits most of its targets and the owner spends less time on low-value work. We suggest reviewing three numbers monthly: revenue in the priority line, gross margin in that line, and new customers from the target towns. If after two quarters none is moving, the plan is wrong, and we say so.
Mistakes to avoid
The common failure is not a bad plan but a plan with too many priorities.
- Ten goals. Three to five is the limit for an owner-run firm. More than that, and none get attention.
- Revenue targets without margin. Growing a 12%-margin line can make you busier and poorer.
- Ignoring capacity. If the plan needs a hire in month four, budget for it now.
- Treating Ontario as one market. A target for "Ontario" is not a plan. Name the towns. Our regional pages show why.
Next steps
If you want to try the thinking yourself first, start with our free guide. The one-page growth plan guide walks through the same steps with a blank template. When you're ready for a second pair of eyes, see pricing or reach us through the contact page.
Frequently asked questions
How long does a growth diagnosis take?
Usually three to six weeks, depending on how quickly we can get your numbers. Most of that time is analysis; your time commitment is typically two or three working sessions plus some data pulling.
What data do you need from us?
Twelve to twenty-four months of revenue by service or product line, a rough view of direct costs, your customer list with towns, and whatever marketing reports you already have. Exports from your accounting and sales software are fine.
Is this the same as a business plan for a bank?
No. A lender's business plan has its own format and requirements. Ours is an operating plan for you and your managers. If you need a lending plan, your accountant or banker can tell you what they require.
What does it cost?
A growth diagnosis is usually priced as a project, within our $3,500 to $25,000 project range depending on the size of the business and the number of locations. We quote a fixed figure before starting.