One business.

His whole attention.

Two ways to have Dr Vish working inside your business rather than advising you from outside it. He takes a handful a year, and that number is the reason they're worth what they cost.

REPLACE

PORTRAIT — DR VISH
4:5, SHOT AGAINST A PLAIN WALL
OR AT PE HQ

[X] days a year, total

[X] clients at a time

Sector exclusive for the term

Read this firsT

There are only
so many of these.

Not as a sales device. As arithmetic.

Doing this properly means carrying your business in his head for the length of the engagement — your numbers, your people, the decision you made in March and why it hasn't landed yet. That isn't something you can do for thirty clients. It's barely something you can do for a handful.

So the number is small and the fee reflects it. If he could take forty of these a year they would be worth a fraction of this, and they'd be worth a fraction to you as well.

You’re not buying his time.
You’re buying the fact that he isn’t selling

it to thirty other people.

Two formats. One is a single day, priced against the decision in front of you. The other is twelve months, and part of what it costs depends on whether it works.

One-day consult · on site

The Day

£50,000

plus VAT

For an owner carrying one decision worth more than the fee, who would rather not make it alone or make it twice.

He reads your numbers three weeks before you meet

A full day — you plus up to two of your leadership

You leave with the plan written, not with notes

A written diagnosis afterwards you can hand to a board or a bank

One session at thirty days, when it gets harder than it looked

One year · inside the business

The Year

£250,000

+ 10% of the increase in profits

plus VAT · performance element billed after year-end

For an owner who wants him carrying the problem alongside them for a year, with real money riding on the outcome.

A full diagnostic in month one, before anything is decided

He works your agenda, not a curriculum

Your leadership team, not only you

No direct competitor of yours taken during the term

If profits don't rise, the performance element costs you nothing

Both start with a conversation. There's no application form, no checkout, and nothing on this page expires.

A one-day consult · £50,000 + VAT

One day. One decision
you stop getting wrong.

Owners at this level aren't short of options. They're carrying one structural

question they've been circling for months — and every month they circle it, it

costs them something they can put a number on.

Before — the read-in

Three weeks ahead you send a short data pack: management accounts, last full-year P&L, your price list, your pipeline, an org chart, and where your last twenty customers actually came from.

He reads it before you meet. You don't spend the morning explaining your own business to somebody charging you by the day — he arrives with the questions already formed, and usually with a hypothesis he's trying to disprove.

Who’s in the room

You, and up to two of the people who'd have to execute whatever you decide. That's deliberate. A decision made with your operations lead in the room is a decision that survives contact with Monday morning.

At your premises, or at his offices in Essex. If it's yours, he'd rather walk the floor before anybody sits down.

01

Morning — the diagnosis

What's actually holding the business down, and what it's costing you a month in numbers rather than adjectives. This part is usually uncomfortable, and it's the part you're paying for.

02

Midday — the arithmetic

Every option on the table, priced. What a reprice is worth. What a second channel would cost to build and when it would pay back. What doing nothing costs you by December.

03

Afternoon — the rebuild

The offer, the pricing and the acquisition sequence rebuilt on paper, in the order they have to happen. Not a strategy document — a build order with dates against it.

04

Close — the first ninety days

What happens in week one, what's true by day thirty, and what has to be true by day ninety for the day to have been worth doing. A named owner against each line.

05

After — the written diagnosis

Within [ten] working days you get it in writing: what he found, what he'd do, in what order, with the numbers behind each move. Something you can put in front of a board, a bank or your accountant without translating it first.

06

Thirty days — the unsticking session

[Ninety] minutes, once you've hit the part that's harder than it looked on the day. Most plans die in week three. This exists because of that.

The arithmetic of the fee

Fifty thousand pounds is a serious number and it deserves to be treated as one. The test isn't whether it feels expensive. It's whether the decision in front of you is worth more than that — and at this size, it usually is by an order of magnitude.

As an illustration only: a business turning over £3m at a 12% margin that makes one structural change worth two margin points is £60,000 a year better off, every year it holds. Set that against a decision you've already deferred twice.

That's an illustration of arithmetic, not a projection or a promise. What happens in your business depends on your market and the work you do afterwards. No outcome is guaranteed.

He’ll turn this down

If the read-in suggests a day won't move you — because the constraint is capital, or a market that's going away, or something no amount of thinking fixes in eight hours — he'll say so before you book, and you won't be invoiced for the reading.

He'd rather tell you that in week one than take £50,000 for a day that was always going to disappoint you.

A year working with him · £250,000 + VAT + 10%

Twelve months with
his money where
his mouth is.

The fee has two halves, and the second one is the point. A quarter of a million buys the year. The ten per cent means he only does well if you do.

10%

of the increase in profits

Not ten per cent of profit. Ten per cent of the increase, measured against the twelve months before he arrived. Flat profits, £0. Falling profits, £0. He's paid on the delta or he isn't paid at all.

Why it’s structured this way

It also means he says no to businesses he doesn't believe he can move. That filter is working in your favour before you've paid him anything.

Most advisers are paid identically whether they turn out to be right or wrong. That's a comfortable arrangement for the adviser and a poor one for the person writing the cheque.

Putting a meaningful part of his income downstream of your actual profit changes what he pays attention to over twelve months. He stops optimising for sounding useful in meetings and starts optimising for the number at the bottom of your accounts.

01

Month one is a diagnostic, not a kick-off

Before anything is decided he goes through the business properly: the numbers, the people, the pipeline, the delivery, and where the money actually leaks. You get that in writing, and it sets the baseline the performance fee is measured against.

02

He works your agenda, not a curriculum

No syllabus, no modules, no cohort. The agenda is whatever is currently holding the business down, and it changes as you fix things.

03

[Monthly] full days on site

With you and your leadership team, in your building. Working sessions on the live problem rather than a review of the last one.

04

[Fortnightly] working calls

Shorter and sharper, between the days. What moved, what didn't, what you're deciding this fortnight.

05

A direct line

For the decisions that genuinely won't wait — a hire you're unsure about, a contract on your desk, a channel that stopped working on Tuesday. Used properly, this is worth more than the scheduled sessions.

06

Your leadership team, not only you

The people who have to run it get worked with directly. A year that only changes the founder's thinking changes nothing structural.

07

[Quarterly] strategic review

Against the plan and against the numbers. What to stop, what to double, what was wrong. Attended by whoever needs to hear it, including a board if you have one.

08

Sector exclusivity for the term

He won't take a direct competitor of yours while he's working with you. Agreed in writing, with the scope defined up front so it means something.

09

Introductions, never for a fee

Where he knows somebody genuinely useful — an operator, a specialist, an adviser — he introduces you. He takes no commission or referral fee for any introduction, ever. If he ever stands to benefit, you're told before it's made.

10

Complete confidentiality

Mutual NDA as standard, signed before the diagnostic. Nothing about your business is used as an example, a case study or a talking point without your written permission — during the term or after it.

Decide these before the page goes live

The cadence above becomes a contractual commitment the day you publish it. Set the day count, call frequency and review rhythm to what you'll genuinely deliver in a year with several of these running — then delete the brackets.

The performance fee, in plain terms

How the 10%
is actually calculated

A profit share is only fair if both sides know exactly how it's measured before anyone signs. This is the shape of it. The final wording lives in the engagement agreement, drafted by solicitors, with both accountants involved.

The baseline

The twelve months immediately before the engagement starts, taken from your accountant-prepared accounts. Agreed in writing before day one, so it can't be argued about at the end.

What’s measured

[Net profit before tax], on the same accounting policies as the baseline year. If the policies change, the baseline is restated so you're comparing like with like.

What’s excluded

One-off and exceptional items, changes in owner remuneration or dividends, acquisitions and disposals, asset revaluations, and anything else both sides agree isn't operating performance. This protects you at least as much as him.

Who calculates it

Your accountant, from your year-end accounts. Both parties see the working. If there's a disagreement, an independent accountant agreed by both settles it and the cost is shared.

When it’s billed

After the year-end accounts are finalised — not on management figures, and never in advance.

If profits fall

Nothing is owed on the performance element. No clawback, no minimum, and no rolling it into a following year.

The fixed fee

£250,000 + VAT, payable [quarterly in advance], independent of the performance element.

Both sides take advice

A fee arrangement of this shape has tax and accounting consequences for both parties, and the definition of "profit" is where these arrangements go wrong. Before either side commits, have it drafted by a solicitor and reviewed by your accountant. Nothing on this page is legal, tax or accounting advice, and it is a description rather than an offer.

Topics

He’ll tell you if
you shouldn’t do this

Both of these are the wrong purchase for most people who could comfortably afford them. That isn't false modesty — it's the same filter that makes the work good.

The Day makes sense if

You turn over [£1m]+ and the fee is proportionate to the decision in front of you

There's a specific structural question on your desk, now

You can bring the people who'd have to execute it

You'll actually do something in the ninety days afterwards

The Year makes sense if

You turn over [£5m]+ and £250,000 is considered, not a stretch

You have a leadership team for him to work with

Your accounts are in good enough shape to set an honest baseline

You want somebody inside the business, not a coach on a call

You're comfortable being disagreed with for twelve months

Don’t buy either if

You want reassurance rather than a diagnosis

The fee would put the business under any real strain

You're hoping to buy an outcome rather than do the work

You want him to run something for you — he advises, he doesn't operate your business

You can't give the engagement the time it needs from you personally

If it isn’t right

He'll say so on the first call and tell you what he'd do instead, whether or not it involves him. That conversation costs nothing and takes [forty-five] minutes, and people have found it worth having on its own.

Start a conversation

No form with
twenty questions.

At this level it's a conversation, not an application. Tell him roughly where you are and what's in front of you, and you'll hear back within one working day.

Step one

You send the note opposite. A few honest lines is plenty.

Step two

A [forty-five] minute call, no charge, to work out whether either format fits — and what he'd suggest if neither does.

Step three

If it's a day, he'll tell you what he needs in the read-in. If it's a year, an NDA is signed and both sides take advice before anything else.

Either way

Nothing expires, nothing is pressured, and he'll say no if it's a no.

Fair questions

How many of these does he take?

[X] days a year and [X] private clients at a time. Those are capacity facts rather than marketing. A year means monthly days on site plus the calls between them, and there's a hard limit on how many businesses one person can hold at that depth. When it's full, this page will say so.

Will you work with one of my competitors?

Not during the term of a Year. Sector exclusivity is written into the agreement and the scope is defined up front — "competitor" gets a definition rather than being left to interpretation. For a single Day it's handled case by case, and if there's any conflict at all you'll be told before you book rather than after.

How confidential is this?

Mutual NDA as standard, signed before the diagnostic begins. Nothing about your business is used as an example, a case study, a talking point or a slide without your written permission — during the engagement or after it ends. Most private clients are never named anywhere, and that's the default rather than something you have to ask for.

Does The Day come off The Year if I go on to it?

Why is the year priced partly on results?

Because being paid identically whether he's right or wrong is comfortable for an adviser and poor value for you. Putting a real part of his income downstream of your profit changes what he pays attention to across twelve months, and it makes him decline businesses he doesn't believe he can move.

What if profits rise for reasons nothing to do with him?

That's what the exclusions are for. One-offs, disposals, acquisitions, revaluations and changes in owner remuneration all come out before the calculation. The aim is to measure operating performance on consistent policies, and both accountants agree the definition in writing before day one rather than arguing about it at year-end.

Can he guarantee my profits will increase?

No, and nobody honest can. What happens depends on your market, your team and the work you do. What the structure does guarantee is that if profits don't rise, the performance element costs you nothing — which is a different thing from a promise, and rather more useful than one.

What happens if we don't get on?

You'd know early, because the diagnostic month is deliberately intense. The agreement sets out notice on both sides, and you'll see those terms before you commit to anything. Nobody is served by twelve months of a relationship that isn't working, and he'd rather end it in month two than collect fees until December.

Two formats, one conversation

Tell him what’s
in front of you.

A few honest lines, a reply within one working day, and a straight answer about whether either of these is right for you — including when the answer is no.

COMPANY

The 7 Figure Business Scaling Expert. He takes UK founder-led businesses from £250,000 to seven figures — and beyond it.

Unit 4 Bourne Court, Southend Road
Woodford Green, Essex IG8 8HD
[email protected]

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