Management Consulting

As an owner and manager of growing pest management firm, you are forced to wear a variety of hats. As a shareholder, you are responsible for being a good steward of your investment in your pest control firm – your objective is to build wealth and manage risk.

As a manager, your are responsible for setting strategy and organizing all of the resources and capabilities of your firm to create value for your customers, your employees and yourself.

Every executive, whether the head of a small, family-owned pest management firm or the senior executive of a multi-billion dollar, publicly traded pest control business grapples with the same issues:

  1. How do we effectively compete in a market that is becoming more commoditized every year and more and more competitors are competing solely on price?
  2. How do we retain and motivate our best employees?
  3. How can we better motivate our management team and hold them accountable to increasing the value of our business?
  4. How do we increase our pricing and profitability while increasing our account retention?
  5. How can I build better systems and processes so that I can dramatically decrease the hours I am forced to put in at work?
  6. How can I prepare to pass the business on to my children in a way that it doesn’t jeopardize my retirement?
  7. How do I set up a board of directors or council of advisors in order to help me manage my business more professionally?
  8. How to I prepare my business for a third party sale? What is it worth now and how can I increase the value of my firm?
  9. What key performance indicators (KPIs) and financial and operational metrics should I be following on a daily bases to better manage my business?

As the premiere strategy and management consulting firm to the pest control industry, we’ve been there and done that.

The issues that you struggle with on a daily basis are issues that we’ve studied intently over the last 15 years and have already solved for the owners and managers of pest management firms around the world.

How do we do it?

Approximately 30 percent of our advisory clients engage us when they are one to two years out from a potential sale or transfer of the business. Their primary focus is planning for their exit from the business.

The remainder of our advisory clients engage us when they are more than two years away from an exit (range of two to over 20 years). They are business owners with high aspirations who want to dramatically increase the value of their pest control firms and want to be prepared for an unsolicated third party offer, a sale down the roard, or an internal sale to their children or management.

We begin our engagements by performing a valuation and operational audit of your business. As the only firm in the world with a valuation advisory practice of accredited and formally trained valuation analysts dedicated exclusively to the pest control industry, we in the absolute best position to provide you a solid starting point. The valuation allows us to understand:

  • What your business is worth today – both a fair market value as well as a range of strategic values for a third party sale
  • How your business compares to other firms in the industry based upon margins, growth rates, KPIs, operational statistics, etc.

Once an accurate value is established, it allows us to work directly with you to understand your shareholder goals and objectives. These include:

  • When would you like to retire? We understand that this is often an approximation, which is far better than none at all.
  • How will you fund your retirment? What does your business need to be worth to an acquirer when you retire or otherwise exit your pest control business?
  • What are your risk-adjusted returns from your business? Are you better off reinvesting dividends into your pest control business or distributing them and investing elsewhere?

These shareholder goals and objectives will drive corporate and business financial and operational strategy.

For example, if your business is worth $2 million today, and you want to retire in 5 years with $3 million in after-tax proceeds from a sale of the company. The baseline valution today and the shareholder goals and objectives will allow us to detemine what we need to do between now and then.