How to prepare for a business consultation in about an hour

Why preparation changes the outcome

Preparation changes what the advisor can do with your time. Without numbers, even an experienced consultant can only offer general principles. With them, the conversation moves to your specific situation: which lever is weakest, and what fixing it would be worth.

Consider two owners who both say "we need more leads". The first knows she gets 80 enquiries a month and closes 10. The second doesn't know. The first owner's problem is visible straight away: a close rate of about 12% suggests the issue may be follow-up or fit, not volume. The second owner spends the call finding that out.

Step 1: Gather the five numbers

These five figures answer most of what an advisor will ask. Rounded numbers are fine; mark any that are estimates.

Calculating the two that matter most

From those five, work out two more:

• Close rate = new customers ÷ enquiries. In the example, 18 ÷ 70 is about 26%.
• Gross profit per customer = average sale × gross margin. In the example, $2,400 × 38% is $912.

Gross profit per customer is the number that tells you what you can afford to spend to win one. If you spend $1,000 in marketing to win a $912 customer who never returns, you lose money on every sale, however busy you feel.

If your numbers are messy

Many owners don't track enquiries at all. If that's you, spend one week counting: tally every call, text, email and walk-in on a sheet of paper. Multiply by four for a monthly estimate. It won't be perfect, but it will be honest, and it will tell you more than a guess.

Step 2: Write the decision in one sentence

A consultation produces the most value when it ends in a decision. So start by writing that decision as a single sentence with a choice in it.

Weak versions, and stronger rewrites:

• "Marketing isn't working." → "Should we keep spending $2,000 a month on social ads or move it to our website?"
• "We need to grow." → "Should we add a second location this year or raise prices at the one we have?"
• "Our agency isn't great." → "Should we renew our agency contract in March, and if not, what should replace it?"
• "Staff are stretched." → "Is our next hire a salesperson, an office coordinator or nobody yet?"

If you can't get it to one sentence, you probably have two decisions. Pick the one with the most money at stake and save the other.

Step 3: List what you've already tried

Advisors waste a lot of time suggesting things you've already done. A short list prevents it. For each attempt, note four things:

1. What you tried (for example, a Google Ads campaign).
2. When and for how long (three months last spring).
3. What it cost (about $4,500 in total).
4. What happened (a lot of calls, few customers).

That last column is often where the insight lives. "A lot of calls, few customers" points to targeting, offer or follow-up, not to the channel itself.

Step 4: Note the constraints

Constraints shape what advice is realistic. Write down, honestly:

• Budget. What could you spend each month without losing sleep?
• Time. How many hours a week can you or your team give to a change?
• Timing. Is there a busy season, a lease renewal or a hire that sets a deadline?
• Non-negotiables. Things you won't change, such as a brand name, a supplier or a family member's role.

An advisor who knows you have six hours a week and $1,500 a month will give you a plan you can actually carry out.

Step 5: Gather any documents worth a second look

If a decision involves a document, have it ready. Common examples:

• An agency or supplier proposal you're considering.
• A recent marketing report you don't fully trust.
• A pricing sheet you suspect is out of date.
• A job description for a role you're about to hire.

For a first conversation, the document can wait until a paid engagement if it contains sensitive detail. Mention that it exists, though; it helps the advisor understand the decision.

Putting it together: a sample one-page brief

Here is the structure, with placeholders to replace:

Business: [Business name], [what you sell], [City, Province], [number] staff.

Numbers (rounded): revenue [amount]; average sale [amount]; gross margin [percent]; enquiries per month [number]; new customers per month [number].

Decision: [one sentence with a choice in it].

Already tried: [attempt, when, cost, result]; [attempt, when, cost, result].

Constraints: budget [amount per month]; time [hours per week]; deadline [date or event]; non-negotiables [list].

Documents: [proposal, report or other, if any].

That's the whole page. Send it ahead by email if you can, or keep it in front of you during the call.

Common preparation mistakes

A few habits reliably make consultations less useful:

• Polishing the numbers. Rounding is fine; flattering is not. If a campaign failed, say so.
• Preparing a slide deck. The advisor needs facts, not a presentation.
• Bringing every problem at once. One decision per conversation produces a better answer.
• Skipping the "already tried" list. It's the fastest way to avoid repeated advice.
• Forgetting your time zone. If you're in Halifax or St. John's, the advisor's afternoon is your evening. Our areas page has the conversion for every region.

What happens with your brief

In a free first conversation with Ali, the brief lets him go straight to the weakest lever. In a paid strategy session, it serves as the pre-read so the billable time goes on analysis.

Once the call is over, the next challenge is acting on what you heard. That's the subject of our guide on keeping a decision log after the call. When you're ready to book, the contact page explains how to reach us by call, text or email.