START HERE
A fixed-fee read of where performance is leaking, what fixing it is worth, and what to do in the next 90 days.
Ometz programs start here. Over 2 to 4 weeks, senior operators work from your own data and your own people to establish how the business performs today: revenue, margin, cost-to-serve, cycle time and cash, reconciled to the P&L. We locate the largest gaps, price three improvement plays with their value, cost and risk, and leave you with a 90-day plan your team can run with us, with another partner or on its own. AI and automation appear in the plan only where they are the most economical way to move a number.
The shape of it
Two to four weeks, from your own data to a 90-day plan.
A baseline of revenue, margin, cost-to-serve, cycle time and cash from your own systems, three improvement plays sized and priced, and a 90-day plan for the first. The fee is fixed and agreed in writing. The findings are yours whether or not we continue.
The outcome
What you leave with.
A baseline you can defend
Revenue, margin, cost-to-serve, cycle time and cash measured from your own systems, with every definition written down, so later results are judged against the same starting point.
Three plays, priced
Each improvement play carries an estimated value range, the investment and effort it needs, the main risks, and the metric that will show whether it worked.
A 90-day plan
Owners, milestones, the decisions leadership needs to take and the first measurable checkpoint, sequenced so early gains help fund what follows.
A clear view on AI
Where AI, automation or better data will move a number, and where a pricing, process or organizational fix will do more for less.
Capabilities
What the work covers.
01
Leadership interviews and work observation
Structured conversations with the CEO, COO, CFO and business-unit leaders, plus time with the people who do the work, watching the process run rather than reading about it.
02
Baseline from your systems
Extracts from ERP, CRM, practice-management, custodial or advisory platforms, reconciled to the financials so the baseline ties to numbers the board already accepts.
03
Value-chain and process mapping
The workflows that decide performance mapped end to end, such as quote-to-cash, referral-to-first-visit, inquiry-to-funded-account or close-to-report, with handoffs, queues and rework made visible.
04
Market benchmarks, labeled
Your metrics read against published industry benchmarks with their sources shown, to separate structural gaps from fixable ones.
05
Play sizing and prioritization
Candidate plays scored on value, investment, time to impact and execution risk. The top three are written up with every assumption visible, so finance can challenge them.
06
Leadership and sponsor readout
A working session to agree the plays, owners and 90-day plan with leadership and, for PE-backed companies, the operating partner.
How it works
From first interview to readout.
Each phase reports against the baseline agreed at the start, so progress is read in your own numbers.
Week 1
Frame and collect
We agree the questions that matter with leadership, issue a short data request, and begin interviews and process walk-throughs.
Scope and hypotheses · Data request · Leadership interviews · Process walk-throughs
Weeks 1–2
Build the baseline
Data reconciled to the financials, operating metrics defined and measured, and the main gaps located in your own numbers.
P&L reconciliation · KPI definitions · Gap analysis · Benchmark comparison
Weeks 2–3
Size the plays
Candidate improvements tested with the people who would run them, then valued, costed and ranked. Three go forward.
Value and cost estimates · Risk review · Owner validation · Prioritization
Weeks 3–4
Plan and read out
The 90-day plan, with owners, milestones, decisions and the first measurable checkpoint, presented to leadership and, where relevant, the board or sponsor.
90-day plan · Owners and milestones · Leadership readout · Go or no-go per play
Engagement models
How to engage.
Scope, fee, team and deliverables are agreed in writing before work starts.
Company Diagnostic · START HERE
Fixed fee, 2 to 4 weeks
One company, scoped to the questions leadership most needs answered. Fee, scope, team and deliverables are agreed in writing before work starts.
- Measured baseline tied to the P&L
- Three priced improvement plays
- A 90-day plan with owners and checkpoints
- Leadership readout
Business Unit Diagnostic
A bounded scope inside a larger group
For a division, brand or country operation of a larger company, scoped to that unit's P&L and decision rights.
- Scope limited to one unit's P&L
- Plays the unit can execute within its own authority
- Readout to unit and group leadership
- Same fixed-fee model
How we are paid
A plain fixed fee. The findings are yours.
The Diagnostic is a plain fixed fee, agreed in writing before work starts, and the findings belong to you whether or not a program follows. If the Diagnostic shows a program will not pay back, we say so and do not propose it.
For sponsors and operating partners reading several companies at once, see the Portfolio Diagnostic.
The market problem, in published numbers
48%
of digital initiatives meet or exceed their business outcome targets, on average, according to Gartner's survey of CIOs and technology executives
Gartner, 2025 CIO and Technology Executive Survey (press release, October 2024) (2024)
7%
of organizations have fully scaled AI across the business
McKinsey, The State of AI (November 2025 global survey) (2025)
10–12%
EBITDA growth Bain estimates today's buyouts need to return 2.5x over a five-year hold, with less leverage and no multiple expansion, against roughly 5% annual earnings growth for a typical 2015 buyout
Figures are third-party market benchmarks from the cited sources, not Ometz Partners client results. We share them so you can size the problem before we ever talk.
Diagnostic FAQ
A plain fixed fee, set by scope: one company or one business unit. We do not publish a rate card. The fee, the deliverables and the people doing the work are agreed in writing before anything starts, and the findings belong to you whether or not a program follows.
An executive sponsor, a few hours of leadership time for interviews, access to the people who run the key workflows, and data extracts from your financial and operating systems. We send a specific data request in the first days so nobody has to guess.
No. It is a performance assessment. We start with revenue, margin, cost-to-serve, cycle time and cash, and ask what would move them. The answer may be AI or automation, or it may be pricing discipline, a redesigned handoff or cleaner data. Plays are chosen by value, not by technology.
No. The plan is written so your team, another partner or Ometz can run it. If you want us to run a play, it is scoped as a separate fixed-scope program after the readout, measured against the baseline the Diagnostic established. If the Diagnostic shows a program will not pay back, we say so and do not propose it.
Usually, yes. The operating partner can join scoping and the readout, and the plays can be framed against the value-creation plan and the numbers the sponsor already tracks. Sponsors who want the same read across several companies start with the Portfolio Diagnostic, which applies this method and one set of KPI definitions across the portfolio.
Under NDA from the first conversation, with access limited to what the work needs. Where the work touches protected health information we sign a BAA. In financial services we follow your information-security and vendor-management requirements, and nothing we produce is investment advice.
Next step
Book the diagnostic.
Fee, scope, team and deliverables are agreed in writing before work starts. If you would rather start on your own, the Ometz Radar is a short self-assessment.