Small-business planning for real-world founders
Better questions.
We work with founders who want the honest picture before they commit — not glossy templates, not vague advice, not hockey-stick projections. Real planning for real businesses.
Two ways to work with us
Business planning packages
You bring the idea. We run it through eight layers of pressure-testing — market demand, costs, competition, location, digital, founder fit, and risk — and give you a clear plan with real numbers attached.
See all packages →Pre-vetted business concepts
Not sure what to build? Browse our marketplace of researched, modelled business concepts. Each one comes with startup cost ranges, revenue models, territory fit, and a clear picture of what it takes to operate.
Browse concepts →The questions that actually matter
Most planning focuses on the pitch. We focus on the questions that kill businesses before they open.
Eight questions every serious founder needs answered
Our planning methodology is built around the conditions most likely to make a small business succeed or fail. Every package and every concept runs through the same eight-layer framework.
Market reality
Who buys, how often, and why? We look at real local demand signals, not broad market estimates.
Competitive pressure
Who else solves this problem and how strong are they? We map real competitors, not just generic industry data.
Revenue pressure
How much does the business need to sell to survive? We build a realistic revenue pressure model before assuming the best case.
Cost structure
What costs are fixed, variable, seasonal, or underestimated? We pressure-test the assumptions founders most often get wrong.
Location fit
Does the trade area support the concept? Foot traffic, demographics, competition density, and lease terms all matter.
Digital demand
Can customers find and choose the business online? We assess search intent, competitive SEO, and channel fit.
Founder fit
Does the operator match the demands of the business? Skills, time, capital, risk tolerance, and operational complexity all factor in.
Risk visibility
What could make the plan fail? We surface the assumptions that need to hold true and the conditions that would break the model.