Grow stronger.
Business coaching, operations and leadership for owner-led businesses — from operator experience, not theory.
Owner and leadership coaching, operating rhythms, KPIs and scorecards, accountability, planning and profit — and the implementation to go with it. Fieldstone runs a business too, which is why the advice comes with a scorecard, a meeting agenda and a plan for the next 90 days.
Most owner-led businesses don’t have a strategy problem. They have an execution problem.
The owner knows what needs to happen. It doesn’t happen because the week is spent in the middle of everything — quotes, callbacks, the technician who didn’t show, the invoice that didn’t go out. Grow stronger is the pillar that gets the owner out of the middle: rhythms, numbers, roles, and the managers to carry them.
It pairs with the other two pillars on purpose. If the diagnosis says the constraint is demand, the work lives in Get found. If it is follow-up, it lives in Run better. If it is the way the business is run — this page.
- 01Business coachingOwner coaching with implementation attached.
- 02Operations consultingRhythms, KPIs, roles, process, profit.
- 03Leadership coachingThe owner and the managers, together.
- 04Strategic & quarterly planningAnnual plan, 90-day priorities, scorecard.
- 05Exit & acquisition readinessGetting ready to sell, buying, integrating, EBITDA.
- 06Home servicesThe flagship vertical.
Business coaching.
Monthly coaching for the owner — and, where it helps, the managers — on the decisions that actually move the business: pricing and margin, hiring, sales management, accountability, what to stop doing. From operator experience, with implementation attached.
Who it is for, what it is and isn’t, and how a month runs are on the dedicated page. Business coaching in detail →
Operations consulting.
The machine, not the mood. Five things we look at in every operations engagement, in the order they usually need fixing.
Operating rhythms
KPIs & scorecards
Org structure & role clarity
Process
Profit improvement
Dashboards, process mapping and the CRM side of operations are built under Run better. Fieldstone Operations — the recurring leadership, accountability and KPI advisory — is scoped on a growth call.
Leadership coaching.
For the owner and the managers, together. The owner learns to lead through numbers and rhythms instead of being in every decision. The managers learn to run their part of the business as if it were theirs.
What to delegate and what to keep. How to hold a standard without doing the work. Which meetings to run and which to stop attending. Reading the P&L as the person accountable for it.
Owning a number. Running a short weekly meeting. Giving feedback that lands. Hiring, and the harder conversation when a hire is not working.
Manager development
Turning your best technician, estimator or admin into a manager who can run a team, hold a standard and read a number — without losing the person.
Leadership-team facilitation
Someone from outside the business running the hard conversations: priorities, ownership, the issue everybody sees and nobody raises.
Meeting rhythms
A meeting structure the team keeps because it is short, decides things and produces a list of who does what by when.
Advice is cheap.
Execution is the product.
- 01We build the scorecard. We do not hand you a template and wish you luck.
- 02The meeting rhythm goes on the calendar, and we sit in for the first quarter until it runs itself.
- 03If the constraint is follow-up, the CRM pipeline and the automation get built under Run better.
- 04If the constraint is demand, the website, the profile and the reviews get fixed under Get found.
- 05You see the plan, the priorities and the numbers in your client portal, month to month.
Strategic & quarterly planning.
A plan the business can actually run: twelve months of direction, ninety days of priorities, a scorecard that shows whether it is working, and a rhythm that keeps everyone honest.
- Annual planWhere the business is going in twelve months — revenue, margin, headcount, the two or three things that must be true.
- 90-day prioritiesThree to five priorities for the quarter, each with an owner, a definition of done and a date.
- ScorecardThe weekly numbers that show whether the priorities are working before the quarter is over.
- AccountabilityA weekly rhythm to check the priorities and a quarterly day to reset them. Missed priorities get discussed, not buried.
One day. One page. Ninety days of priorities.
Facilitated by Fieldstone, in person across Southwestern Ontario or remote. The owner and the leadership team leave with the plan written down and the owners named.
In person or remote, owner plus leadership team
Three to five priorities, scorecard, owner list
Standalone, or built into Fieldstone Advisory
On a growth call, in writing, before you spend anything
Fieldstone Advisory.
Monthly owner and leadership coaching with the operations work attached. Not a course, not a call once a quarter — a rhythm the business keeps.
Scoped on a growth call. The scope depends on the size of the leadership team, how much implementation is attached, and whether the work is in person or remote.
- WeeklyScorecard reviewA short look at the numbers with the owner or the leadership team. What is off, who owns it, what changes this week.
- MonthlyOwner sessionThe longer conversation: the P&L, the priorities, the people decision being avoided, the plan for the next month.
- QuarterlyPlanning dayReset the priorities, update the scorecard, name the owners for the next 90 days.
- BetweenImplementationThe scorecard gets built. The meeting agenda gets written. The process gets documented. Whatever we agreed on gets done, not just discussed.
Getting ready to sell. Getting ready to buy.
A business that runs on clean numbers and documented process is worth more, and easier to sell, than one that runs on the owner’s memory. The same work applies on the other side of a deal — evaluating a target, and folding it in without breaking what worked.
This isn’t only for an owner buying or selling their own business. Fieldstone also works under contract with business brokers, boutique private equity firms and platforms, on either side of a deal.
Sell-side readiness
Clean financials, documented processes and reduced owner-dependency — the things a buyer's due diligence actually tests, fixed before the business goes to market.
Buy-side support
Evaluating a target's operations, numbers and people before you sign, so the price reflects what you're actually buying.
Post-close integration
The plan that folds an acquisition into how you run the business in the first 100 days, without breaking what made it worth buying.
EBITDA improvement
Pricing, margin by job type, overhead and the P&L read as an operator — the two or three changes that move the number a buyer or a lender actually looks at.
Brokers & private equity
Contracted due diligence, deal prep, data cleanup, and recurring-revenue and systems work for business brokers, boutique private equity firms and platforms — on either side of the deal.
Home service businesses.
HVAC, plumbing, electrical, roofing, landscaping and other trades are our flagship. Technician scorecards, service manager development, seasonal planning, pricing and margin — plus the marketing and the follow-up systems a service company runs on.
Asked before every engagement.
What is the difference between business coaching, operations consulting and leadership coaching?
Coaching works on the owner and the managers — decisions, priorities, accountability, habits. Operations consulting works on the machine — rhythms, KPIs, roles, process, profit. Leadership coaching is the overlap: developing the people who run the machine. In practice most engagements use all three, in whatever proportion the diagnosis calls for.
Do you follow a named system or framework?
No. We use plain operating rhythms — a weekly scorecard, a monthly owner session, quarterly planning — and adapt them to the size and shape of your business. What we care about is that the rhythm gets kept and the numbers get looked at, not which book it came from.
What does Fieldstone Advisory cost?
It is scoped on a growth call, in writing, before you spend anything. The scope depends on the size of the leadership team, how much implementation is attached, and whether the work is in person or remote.
Do you implement, or just advise?
Both, and that is the point. Advice is cheap. The scorecard gets built, the meeting agenda gets written, the process gets documented. Where the constraint is systems or marketing, that work is done under Run better and Get found so the plan does not stall waiting for another vendor.
Do you help with buying or selling a business?
Yes. On the sell side, we get the financials, process and org chart in shape before a business goes to market — the things due diligence actually tests. On the buy side, we help evaluate a target's operations and numbers, and build the plan to integrate it after close. We also work under contract with business brokers, boutique private equity firms and platforms — due diligence, deal prep, data cleanup, driving recurring revenue and building the systems a buyer wants to see — on either side of the transaction. All of it draws on the same operating work as the rest of Grow stronger: clean numbers, documented process, a plan with owners and dates.
How is this different from a business coach?
Most coaching is conversation. This is conversation plus operations plus implementation, from operator experience — Fieldstone runs a business too. See the dedicated business coaching page for the full picture.
Where does the engagement start?
With a diagnosis. The Growth Assessment scores the business across Market, Demand, Systems and Operations, names the biggest constraint and the fastest win, and turns into a 90-day plan. If Operations is not the constraint, we will tell you, and point you at what is.
Run the business.
Don’t let it run you.
Prefer to write? admin@fieldstone.digital or text (548) 488-3395.