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Di MarcoCapital
Industries

Three segments, served properly.

The firm covers what it can cover well. Rather than claim expertise across every sector, work is concentrated in three segments where the analytical problems are well understood and the method transfers directly.

Segments
Three, deliberately
Model
Founder-led, remote-first
Scope
Agreed in writing before work begins
Standard
Truth before scale

  • Family businesses

    Companies where ownership, management and family are the same conversation, and where financial clarity is often the missing precondition for any decision about succession, reinvestment or distribution.

    Problems we are asked to solve

    • Owner drawings, reinvestment and salary blurred into one number
    • No agreed view of what the business actually earns, before family effects
    • Succession or partial exit discussed without a defensible valuation
    • Capital allocation driven by relationships rather than returns

    Indicators quantified

    • Normalised EBITDA
    • Owner-adjusted earnings
    • Distribution coverage
    • Return on reinvested capital
    • Net debt / EBITDA

    How the offer fits

    The Financial Snapshot separates the business from the family, producing a normalised earnings picture and a valuation range that all parties can argue with on the same terms.

    Request an initial diagnostic

  • Industrial and manufacturing SMEs

    Asset-heavy businesses where margin is made or lost in the cost structure, and where working capital quietly consumes the cash that growth was supposed to produce.

    Problems we are asked to solve

    • Gross margin known in aggregate, unknown by product or line
    • Inventory and receivables absorbing cash faster than profit generates it
    • Capex decisions taken without a modelled payback
    • Pricing that has not been revisited against real input costs

    Indicators quantified

    • Contribution margin by line
    • Working-capital days
    • Operating leverage
    • Capacity utilisation
    • Cash conversion cycle
    • Break-even volume

    How the offer fits

    Analysis reconstructs margin at line level and quantifies the working-capital cycle, so investment and pricing decisions rest on the actual cost structure rather than on averages.

    Request an initial diagnostic

  • Professional services firms

    People-based businesses where utilisation, pricing and client concentration determine the result, and where the management accounts rarely show any of the three.

    Problems we are asked to solve

    • Profitability by client or engagement is not measured
    • Pricing set by precedent rather than by cost-to-serve
    • Revenue concentrated in a small number of relationships
    • Growth in headcount outpacing growth in contribution

    Indicators quantified

    • Utilisation rate
    • Realisation rate
    • Contribution per fee-earner
    • Revenue concentration
    • Recurring vs project revenue

    How the offer fits

    Work focuses on engagement-level economics: which clients and services actually fund the firm, and what pricing or mix change would move the result most.

    Request an initial diagnostic

Work outside these segments is considered case by case and declined when the firm cannot do it well. Educational and analytical work only — nothing here is personalised investment, legal, tax or regulated financial advice.