Every Stage. Every Sector.
Companies we’ve worked with span multiple sectors and six revenue bands. The profiles below represent some of the businesses we know best — the challenges they face, the decisions they wrestle with, and the outcomes we deliver.
Seven Sectors. One Senior Team.
Here are some examples of sectors where Brevaton’s principals have operating experience, not just advisory history. We have been in the chair in each of these industries and more. That is what makes the advice valuable.
Hospitality & Consumer Brand
Multi-site hospitality & consumer brands
$5M – $30M revenue · NYC Metro & Tri-State
Founder-led consumer brands with multiple locations, complex operations, and high fixed costs. Often strong on product and brand — but running lean on financial infrastructure and management depth.
- Margin erosion across locations despite growing revenue
- Manual operations and disconnected systems
- Founder dependency preventing scale or exit
- Wholesale and retail expansion requiring operational restructure
PROFESSIONAL SERVICES
Owner-led professional services firms
$10M – $80M revenue · National
Consulting, law, accounting, architecture, engineering, and advisory businesses where revenue is tied to the founder and no formal management layer exists. High-margin but structurally fragile.
- Revenue plateau after years of founder-driven growth
- No documented processes — value walks out the door with people
- Succession and exit readiness requiring 18–24 months of preparation
- Service line profitability — not all revenue is created equal
HEALTHCARE & NON-PROFIT
Healthcare organisations & non-profits
$2M – $50M revenue · Northeast & National
FQHCs, community health centres, social service organisations, and non-profits navigating operating deficits, grant dependency, leadership transition, and the pressure to do more with less.
- Operating deficits driven by grant dependency exceeding 60%
- Revenue cycle leakage — Medicaid and insurance billing recoverable
- New CEO or leadership transition requiring rapid financial clarity
- Board governance and earned revenue diversification strategy
MANUFACTURING & DISTRIBUTION
Family-owned manufacturers & distributors
$20M – $150M revenue · National
Second or third-generation family businesses — food, industrial, consumer products — with strong operational history but aging infrastructure, manual systems, and generational leadership transitions underway.
- Legacy systems creating operational drag and reporting delays
- Next-generation leadership needing modern financial infrastructure
- AI and automation integration to extend capacity without headcount
- Margin pressure from input cost inflation and pricing inertia
CONSTRUCTION & ENGINEERING
Established contractors & engineering firms
$30M – $150M revenue · Northeast & National
Regional market leaders — electrical, mechanical, civil, and specialty contractors — with deep sector expertise but underdeveloped digital infrastructure, aging leadership, and complex ownership structures including ESOPs.
- ESOP reporting and valuation complexity consuming CFO capacity
- Succession planning in owner-operated or employee-owned structures
- Digital infrastructure — website, CRM, and BD systems not fit for purpose
- Business development systemisation for project pipeline growth
TECHNOLOGY & SAAS
Growth-stage technology & SaaS businesses
$5M – $50M revenue · National
Post-product-market-fit technology businesses preparing for a capital raise, restructuring for profitability, or building the operational and sales infrastructure that a Series A or B investor expects to see.
- Sales process and CRM infrastructure not scaling with the business
- Management team depth — a prerequisite for institutional investment
- Unit economics and margin clarity for investor presentation
- Operational readiness for a capital event or strategic acquisition
FASHION & RETAIL
Independent fashion & retail brands
$5M – $50M revenue · NYC Metro & National
Designer and branded fashion businesses at the inflection point between direct-to-consumer and wholesale — navigating margin recovery, operational restructure, and expansion into new markets or channels.
- Wholesale expansion requiring operational and financial infrastructure
- Margin recovery in a high-cost, high-competition market
- Brand investment versus profitability — the perennial tension
- Exit or acquisition readiness as brand equity matures
The Outcome Framework
Every engagement is built around the specific situation and goals of the business. What remains consistent are the types of outcomes we target — and the timelines within which our clients typically see them.
01
Business Strategy &
Financial Leadership
Clarity. Direction. Measurable financial improvement.
20–40%
EBITDA margin improvement
Typical range within 12 months of embedded financial leadership
90-d
To full financial visibility
2-4x
Exit multiple improvement
02
Operational Excellence
& Profitability
EFFICIENCY THAT GOES DIRECTLY TO THE BOTTOM LINE.
30–50%
Reduction in admin overhead
Through workflow automation and systems integration
$500K+
Recoverable value identified
Per operational diagnostic in a $20M–$100M revenue business
8-wk
Full operational diagnostic
Every workflow mapped, costed and prioritised by impact
03
AI & Technology
Integration
MODERN SYSTEMS. AUTOMATED EFFICIENCY. REAL-TIME INTELLIGENCE.
15-30h
Weekly management time recovered
Through targeted automation of core administrative workflows
60-d
To Echelon ENABLE™ live
Integrated dashboard pulling from all connected systems
30x
BD team effectiveness
With AI-powered CRM, outreach sequencing and lead intelligence
04
People Performance
& Sales Growth
THE RIGHT TEAM. THE RIGHT PIPELINE. BOTH PERFORMING.
15–35%
Revenue growth within 18 months
Through structured sales process and pipeline management
6-mo
To management layer built
Reducing owner dependency — a prerequisite for exit or succession
40%
Sales conversion improvement
With structured qualification, CRM integration and follow-up cadence