In 48 hours, I'll tell you what's holding your business back, why it's still there, and what to do first.

A two-day, on-site diagnostic for owner-managed businesses that have hit a ceiling. One person, thirty years of running them, telling you what I find.

Who you're dealing with

Thirty years building and fixing businesses across construction, hospitality, manufacturing and equestrian — built to £5M, and project-directed the £3.5M Scottish National Equestrian Centre.

I've run the businesses I now walk into, so I know the difference between what an owner believes is happening and what actually is. Most of what I find comes from the people already working there — they usually know what's wrong long before anyone asks them. What I find never leaves the room.

The diagnostic

Two days on site. One blunt, readable report.

Not a list of everything that could be improved. The real constraint — the single thing holding the business back — named, with what to do about it and in what order.

Day 1

Immersion

Time with you, then time with your people. What you believe is happening, set against what's actually happening on the floor.

Day 2

Diagnosis

Synthesis, then a 90-minute debrief with you. No waiting weeks for a deck — you get the read while it's still warm.

Every business is read across the same six lenses.

People Dependency Money Control Throughput Exit

The real constraintWhat's truly limiting you — not the symptoms you've been treating.

Three priorities, in orderWhat to fix first, second, third — and why that order matters.

The hidden risksWhat will hurt you later if it's left where it is now.

The owner factorWhere you're the reason it works, and where you're the reason it can't grow.

Who it's for

Owner-operators at a ceiling. Founders planning an exit in two to three years. Family businesses under succession strain. £500k–£5M turnover.

Fee

£5,000 + VAT + travel.
Optional 30-day follow-up call, £750.

The boundary

This is diagnosis, not treatment. No retainers, no open-ended consulting.

Sometimes the report is enough and you act on it yourself. Sometimes what's missing needs building — the processes, controls and working practices that mean the business can run without the owner, whether or not you ever choose to step away. That's a separate, fixed-scope piece of work with a defined end, and we'd discuss it after the diagnostic, not before.

If you want the truth about why

No owner sees their own business clearly — not for lack of sharpness, but because you're inside it and have been for years. I've spent thirty years running businesses like yours. I see what others miss, and I'll tell you the truth about what I find.

If yours has hit a ceiling and you'd rather have the reason named than flattered, get in touch.

Email carson@coorsjansen.com

LinkedIn linkedin.com/in/carsongjones