How Rostone Works with HVAC, Renewables and Electrical Contracting Businesses
We work alongside your leadership team to improve job delivery, protect margins and reduce reliance on you. Start with a diagnostic, agree the priorities, then implement practical changes and review progress each month.
How it Works
Structured DeliveryDiagnostic & Priorities
DIAGNOSEWe review how work moves from enquiry and quoting through scheduling, installation, handover and payment. Your leadership team shares current reports and the issues slowing delivery.
Output: an agreed baseline, the main operational risks and a prioritised improvement plan. Scope and timing are agreed after the diagnostic.
01Baseline Enterprise Value
MeasureWe agree the measures that matter: margin by job, cash collection, delivery reliability and owner involvement. Your team supplies financial and operating information so the starting point is clear.
Output: a performance scoreboard and a view of the risks affecting transferable value. Any valuation assessment considers earnings, market evidence and business risk; it is not a guaranteed sale price.
02Integrated Implementation
ImplementWe work with your managers to put the agreed changes into daily use: clear responsibilities, consistent quoting and job costing, better scheduling, handover checklists and practical operating procedures.
Output: documented workflows, named owners and an implementation plan. Your team helps test the changes and adopts them in day-to-day delivery; milestones reflect the agreed priorities.
03Monthly Progress Reviews
ReviewEvery 30 days, we review the scoreboard with your leadership team: what has improved, what is blocked and what needs attention next. Managers bring current results and progress against their actions.
Output: an updated action plan, accountable owners and a record of performance against the baseline. We track the evidence that supports business value rather than treating each review as a fresh valuation.
04Deal Room Preparation
PrepareIf investment, acquisition, succession or sale is part of your plan, we identify the evidence and operating gaps that need attention. Your team helps organise financial information, contracts, processes and management reporting.
Output: a readiness checklist and an agreed plan for the relevant deal materials and specialist support. This work is optional and follows your objectives; a sale is not required.
05GRAX Execution & Ongoing Support
ExecuteWe help your managers sustain the operating rhythm and adapt it as the business changes. Where a transaction is planned, specialist partners lead the deal while operational work continues alongside them.
Output: clear ongoing responsibilities, a review rhythm and a handover plan that keeps knowledge inside your business. The level and duration of support are agreed around your needs.
06
Four pathways. Your choice
YOUR GRAX PATHWAYChoose the pathway that fits your ambitions. You do not need to complete all four: stronger operations support growth, funding, acquisition or an eventual exit.
- 01Grow
- 02Raise
- 03Acquire
- 04 Exit
- Stage01
Grow
Build the foundation
GROWBuild the operational foundation that lets your business scale without scaling your problems with it.
- Why revenue growth without operational alignment creates complexity, not value.
- How the 7Ts Framework transforms a founder-dependent business into a scalable one.
- What your business needs to look like before the next stage of growth is sustainable.
- Stage02
Raise
Strengthen the narrative
RAISEArrive at every capital conversation with a financial narrative, a valuation baseline, and an operating model that withstands scrutiny.
- Why lenders and investors discount businesses that cannot demonstrate operational maturity.
- How to build a financial narrative around normalised EBITDA and quality of earnings.
- What separates a fundable business from one that gets politely declined.
- Stage03
Acquire
Prepare to integrate
ACQUIREBuild a business capable of absorbing and integrating another — the infrastructure, the people, and the processes to make it work.
- Why most acquisitions fail at the operational level, not the strategic one.
- How Total Alignment in your own business is the prerequisite for acquiring someone else’s.
- What an acquirer needs in place before a target business can be successfully integrated.
- Stage04
Exit
Protect the value
EXITWhen the time comes, transact on your terms. A business that runs without you, valued for what it is, not discounted for what it is not.
- Why businesses are discounted at exit for operational risks buyers can see and founders cannot.
- How a defensible valuation is built long before a transaction is on the table.
- What the difference looks like between a business that sells and one that does not.
Before we get started
ENGAGEMENT FAQsPractical answers to help you decide.
How much involvement does my team need?
Your leadership team provides information, agrees priorities and owns the day-to-day changes. We work alongside them; the diagnostic identifies who needs to be involved and where.
How long does an engagement last?
Timing depends on the starting point, priorities and your team’s capacity. Scope, milestones and the review rhythm are agreed before implementation.
What does it cost?
Fees depend on the scope and level of support. Discuss your needs with us so the proposed work, fees and commitments are clear before you decide.
Do I need to be planning a sale?
No. You can focus on better delivery, stronger margins and less owner dependence. Investment, acquisition, succession and sale preparation are optional pathways.
What happens on the first call?
We discuss your business, the operational problems taking your time and what you want to achieve. Together, we identify whether a diagnostic is a useful next step.
Start with the operational challenge that matters most.
Bring your questions about delivery, margins, cashflow or owner dependence.
How we deliver your management system
Where included in the agreed scope, the management system connects your living operations manual, dashboards, reports and actions. We select a suitable platform around your team and tools; Notion is one option.
Understand and scope: agree priority workflows, measures and data sources. Build and connect: configure the workspace and agreed CRM, Xero or other feeds, then test guidance and figures. Introduce and adopt: help managers use it in everyday work and reviews. Review and evolve: confirm owners, maintenance, access and continuing support.