Maya Ortiz-Hughes
Cashflow & delegation
Coaching
Four problems that quietly stall a 5–50 person business.
Most owner-operators don't fail. They plateau — usually on the same handful of problems, and usually on the four below. Each is its own kind of stuck, and each compounds when it isn't named.
Owners don't book calls about “growth.” They book calls about a price they haven't raised in three years, a Q3 they're already worried about in May, a hire they keep rewriting, or a week off they haven't been able to take in two years. Start with whichever pillar names what's actually pressing.
Pricing
Most owner-operators we meet aren't underpriced by accident. They're underpriced because the last good moment to raise prices was three years ago, and nobody made it a project. Our pricing work is making it a project — sequenced, letter-driven, and built to hold through the renewal after this one.
Cashflow
Profit is an opinion. Cash is a fact. Most of our cashflow work is closing the gap between the two — turning a business that looks fine on the P&L into one whose owner can sleep through August.
Hiring
A good hire is the answer to a problem you've already named clearly. Most hiring trouble is a naming problem in disguise — owners shopping for a person before they've described the role, then hiring chemistry and getting chaos.
Owner time & delegation
You can't hand off what you haven't described. Most owners we meet are still the only fully written copy of the company — and the work is making the decisions visible enough that the team can run them without a phone call.
The coaches
Three working coaches, not keynote speakers.
Each pillar has a lead. A referral visitor will usually know who they came to talk to before they pick a pillar.
Daniel Park
Pricing & sales ops
Priya Mehta
Hiring & team design
Not sure which pillar fits?
Book the call anyway. We'll point you at the right pillar in the first ten minutes — or tell you honestly that this isn't the right fit.