0M
Revenue by Month 18
After a mid-market PE acquisition of a $19M commercial cleaning company, growth stalled and EBITDA margin declined due to integration drag, missing sales infrastructure, and reactive leadership cadence.
Boost was engaged to align strategy and execution inside one operating system across consulting governance and agency delivery tracks.
The diagnostic found three compounding constraints: no functional CRM process across seven sales reps, no real-time operational visibility across margin and utilization, and no objective-driven leadership rhythm after founder transition.
The portfolio team lacked consistent control signals for pipeline, churn risk, and profitability by contract type.
Boost implemented CRM stages, AI lead response, automated follow-up, and demand generation while establishing 90-day sprint governance and unified weekly dashboards across finance, operations, and sales systems.
By month three, the company had its first coherent sales operating system; by month eight, the infrastructure supported scaled spend, faster onboarding, and materially better decision quality.
With the system in place, qualified leads increased, close rates rose, and margin visibility enabled tighter contract selection and labor optimization. The business expanded into new geographies and service lines without rebuilding core systems.
Revenue scaled to $38.4M with margin expansion from 11% to 19%, driving EBITDA from $2.1M to $7.3M in 18 months.
As of January 2026, the company operates at a $40M+ run rate with sustained high-teen EBITDA margins, and leadership runs the sprint cadence internally with Boost in strategic advisory mode.
The PE firm has expanded the same playbook into additional portfolio companies, validating repeatability beyond a single asset.
Strategy and execution were the same engagement. They didn't just recommend a system - they built it and trained the team to run it.
Operating Partner, Mid-Market PE Firm
This result required the full stack: Consulting sprint governance, Agency sales and marketing infrastructure, and automation-driven operational visibility. The compounding value came from integration, not isolated initiatives.