A restoration platform rarely stalls on demand. It stalls on mix, capacity and cash.

Four areas and a plan. Job economics, meaning gross margin by service line, branch and loss type; demand, meaning where work comes from and how much of it one counterparty controls; capacity, meaning crews, equipment, response and coverage; and cash, meaning days to payment, documentation quality and receivable ageing. The output is a written plan with named owners, a marketing brief your vendors can be held to, and a monthly scorecard your team maintains.

An agency is paid to generate leads and run campaigns. This engagement is paid to find out where the business actually loses money, and in restoration that is usually mix, capacity, program dependence or the cash cycle rather than lead volume. Because we take no execution work inside the engagement, the plan can conclude that you should spend less on media and more on dispatch, documentation or commercial development. If you want execution afterwards it is scoped separately, and the brief is written so any agency, including your current one, can deliver against it.

No. We do not write estimates, we do not negotiate with carriers and we give no advice on claim handling or public adjusting. What we do measure is the commercial consequence of your estimating and documentation process: approval rates, supplements captured against work performed, days to payment by carrier and program, and the administrative hours each file consumes. Where the fix is an estimating or documentation standard, the plan names it and your team, or your existing consultant, implements it.

The engagement is built for restoration companies with more than one crew and usually more than one branch, where mix, capacity and counterparty concentration are real questions. That covers a very wide band. In the 2026 Cleanfax survey the largest revenue bracket was $1M to $2.9M at 28% of respondents, with about 10% above $10M, so a large regional restorer is a substantial business with a genuinely complex commercial model. A single-crew company that wants more calls next month is better served by execution than by a diagnosis, and we will say so at the scoping call.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with the number of branches, service lines and systems in scope and the state of the job data, so publishing a rate would mislead most readers. Book a meeting and you will get a scope and a number rather than an estimate range.

Only once the alternative exists, and only if your own margin data supports it. 64% of restorers use TPAs in some form and 61% of TPA users would not recommend them, which tells you the relationship is tolerated rather than loved, not that it should be ended. We measure real margin and payment behaviour on program work against direct work, then the plan sequences it: build the direct and commercial pipeline first, reduce dependence second.

We plan it, your team sells it. Commercial buildings, property managers, facility groups and national accounts buy on relationship, response and documented capability, so the plan covers which accounts to target, what capability evidence they require, who owns the relationship, and what has to be true operationally before you promise a response time. Commercial work also carries a longer sales cycle and different working capital, which the plan states plainly rather than glossing over.

Yes, and it is one of the reasons to run the project. We work from job and accounting records first, fill gaps with structured interviews, and label clearly which findings are solid and which are directional. Where job costing is genuinely absent, part of the plan is the minimum set of fields and habits that make next quarter measurable. If the systems rebuild is the larger problem, marketing operations consulting is the better engagement.

Where it removes documented administrative time, not as a theme. Asked which department they most want to enhance with AI, 36% of restorers chose estimating and job site documentation, 22% training and knowledge management, 16% sales and marketing and 10% project management. The plan scores candidate use cases on the hours they actually return. If AI readiness is the main question you are asking, AI marketing advisory is the more direct engagement.

No. We are not a broker-dealer, an investment bank or a valuation firm, and nothing here is investment, tax or legal advice. What we do is the commercial work underneath those conversations: showing how each branch and service line really earns, how concentrated the demand is, and what the plan for the next four quarters looks like. Investor-backed platforms often use that alongside their own financial and legal advisors, and investor growth advisory is the version written for that audience.

As a capacity and cash question first. Storm and severe convective weather work can transform a year, and it can also consume working capital, exhaust crews and expose weak documentation at exactly the wrong moment. The plan models what a surge costs in overtime, rented equipment and subcontract, what the receivable profile looks like afterwards, and what the company will decline so the base business survives the quarter.

A marketing audit examines what is currently running and what it returns. This engagement is wider: it covers job economics, demand concentration, capacity and cash, which is where restoration growth is usually decided, and it ends in a plan rather than findings. Companies that want positioning and brand strategy rather than commercial mechanics should look at marketing strategy consulting instead.

Sometimes, and often the opposite. Expansion is only a growth answer when the existing territories are genuinely served, the current branches earn a defensible margin and the cash cycle can carry a second wave of receivables. Where those are not true, the plan usually shows more available margin in densifying the current footprint, raising reconstruction pull-through or changing the mix than in a new location.

Twelve months of jobs with service line, revenue and cost detail; receivable ageing; a crew and equipment list by branch; marketing spend by vendor and territory; and a breakdown of revenue by counterparty. If job costing is incomplete, say so and we will work with ranges and label them. We reconcile against your accounting system rather than taking dashboards at face value.

Yes. The parent version is growth advisory, and the same engagement runs in other verticals with the mechanics changed, for example water damage restoration growth consulting, roofing and plumbing.

Your team runs it, and every workstream has a named owner on your side. Many companies book a review at ninety days to re-measure margin by service line, days to payment and direct demand, which takes half a day and is optional. Where you want ongoing marketing leadership rather than a project, a fractional CMO or scorecard advisory is the next engagement, quoted separately.