A methodology built from doing the work, not from describing it

Three steps. No shortcuts. A clear output at every stage.

Most cost structure problems are not mysterious. They are just unmapped. Our methodology exists to change that — to move a business from a vague sense that fixed overhead is too high, to a precise understanding of what is there, what is convertible, and what a realistic transition looks like. We built this framework through direct client work with Canadian businesses. It is not a consulting template dressed up with new names. Every step produces something concrete that the next step builds on.

Talk to us Our work

Results vary by business size, sector, and starting cost structure.

The thinking behind how we approach every cost structure engagement

Fixed costs are not inevitable — they are negotiated, and most can be renegotiated
Clarity before strategy — you cannot convert what you have not mapped: We do not begin with recommendations. We begin with a complete picture of the current cost structure. That sounds obvious, but most businesses have never actually mapped their fixed cost exposure in full. They know roughly what they spend, but not how much of it is locked in, for how long, or under what conditions. The mapping phase of our process is where real insight lives — and it consistently surfaces things that surprise even experienced finance leads.; A cost structure analysis that ends with a written plan and a handshake is only half the work. The other half is making sure the changes actually land — that contracts get renegotiated, that new arrangements are structured correctly, and that the cost profile genuinely shifts rather than just being described in a document. We stay involved through implementation because that is where most advisory engagements fall apart, and we have no interest in being one of those.
Variable cost structures require ongoing attention, not a one-time fix

The three-step framework we apply to every engagement

Each step produces a concrete output. Each output informs the next step. Nothing is skipped and nothing is padded.

Step 01

Step one: Map the full fixed cost structure

We begin by building a complete picture of every significant fixed cost obligation in the business. That means reviewing lease agreements, staffing contracts, long-term service arrangements, equipment financing, and any other commitment that does not flex with revenue. We categorise each cost by type, size, duration, and the conditions under which it could be altered. Most businesses have never done this in full — and the mapping stage consistently surfaces obligations that have been overlooked or misclassified. The output of this step is a structured fixed cost register: a clear, categorised document that becomes the foundation for everything that follows. It is not a summary or an estimate. It is a precise inventory of what is actually there, built from the real contracts and arrangements your business is operating under. This stage typically takes one to two weeks depending on the complexity of the business and the accessibility of relevant documentation.

Step 02

Step two: Assess convertibility and rank by impact

With the full cost map in hand, we assess each fixed cost against two questions: how convertible is it, and how much would converting it actually matter? Convertibility depends on contract terms, counterparty relationships, operational dependencies, and the availability of variable alternatives. Impact depends on the size of the cost, the duration of the current commitment, and the cash flow benefit of shifting it to a variable structure. We produce a ranked conversion opportunity list — not a list of everything that could theoretically change, but a prioritised view of what is worth pursuing, in what order, and why. This is also the stage where we are most direct about what is not worth converting. Some fixed costs are efficient as they are. We say so, and we explain the reasoning. The output of this step is a conversion opportunity assessment with clear recommendations on where to focus effort first and what realistic impact to expect. We present this directly to finance leads and operations directors — not in a polished deck, but in a working session designed to pressure-test the findings together.

Step 03

Step three: Build the transition plan and support implementation

The conversion opportunity assessment drives a phased transition plan — a concrete, sequenced set of actions with clear owners, timelines, and decision points. We do not produce a generic roadmap. We build a plan that reflects the specific contracts, relationships, and operational constraints of your business. Some conversions happen quickly. Others require contract renegotiation over months. The plan accounts for both and sequences them in a way that captures early wins while maintaining momentum on longer-horizon changes. We then stay involved during implementation — attending key negotiation sessions where useful, reviewing progress at agreed checkpoints, and adjusting the plan where conditions change. This is the part of the engagement that most clients tell us they did not expect but valued most. The cost structure does not actually shift until the contracts change and the arrangements are in place. That is what we are working toward, and we do not consider the engagement complete until it happens.

Step 04

Ongoing: Monitor cost structure and catch drift early

After the initial engagement, cost structures tend to drift. New contracts get signed under time pressure. Temporary fixed arrangements become permanent. Variable capacity gradually solidifies into headcount. Without regular review, the flexibility gains from the conversion process erode quietly over months. Our ongoing monitoring service involves a periodic review of the cost structure — typically quarterly — to track the variable cost proportion, flag any new fixed obligations that have entered the business, and identify fresh conversion opportunities as the business evolves. This is not a compliance exercise. It is a practical discipline that keeps the financial flexibility you worked to achieve from gradually disappearing. Clients on the monitoring programme receive a short structured summary after each review, along with a direct conversation about anything that warrants attention. It is designed to be low-friction and genuinely useful — not a reporting obligation that nobody reads.

About us

Why our methodology produces different results

The difference is not in the idea of cost conversion — it is in the rigour of the process and the honesty of the analysis at each stage.

Cost mapping framework on analyst screen

Proprietary cost mapping tools

We use an internal cost mapping framework developed specifically for fixed-to-variable analysis in Canadian business contexts. It categorises costs by type, convertibility class, and duration — producing a structured register that generic financial reviews do not generate. This means we find things that a standard overhead review misses, and we classify them in a way that directly drives the conversion strategy.

Costs categorised by convertibility class
Duration and counterparty risk assessed
Structured register produced for every client

Industry-specific benchmarks

Across our portfolio of Canadian client engagements, we have built a working knowledge of what fixed cost ratios look like in different sectors — manufacturing, professional services, retail, and engineering. We use that context to assess whether a client's fixed cost exposure is typical for their sector or significantly higher than comparable businesses, which shapes where we focus conversion effort and what outcomes are realistic to expect.

Sector-specific cost ratio baselines
Comparable business context applied
Realistic outcome framing by industry

Team working through implementation plan

Implementation-first approach

We do not hand over a report and move on. Our process is explicitly structured around implementation — the transition plan is built to be executed, not filed. We stay involved through the key milestones of the conversion process, which means clients are not left to translate recommendations into action on their own. The engagement is not complete until the cost structure has actually shifted, not just been described.

Transition plan built for execution
Consultant stays engaged through milestones
Engagement closes on structural change

Consultant presenting honest cost assessment

Transparent scope and honest limits

We are direct about what is and is not achievable from the outset. We do not overstate conversion opportunities to justify the engagement, and we do not avoid uncomfortable findings. Clients receive an accurate view of their cost structure — including the parts that are difficult to change — because that is the only basis on which a useful plan can be built. Honest scoping also means engagements do not drag on beyond what the situation requires.

Convertibility assessed without inflation
Difficult findings communicated plainly
Scope matched to actual opportunity

How a typical engagement unfolds

Week 1–2

Initial engagement and scoping

The engagement begins with a structured intake session — a direct conversation with finance leads and relevant operations contacts to understand the business model, the current cost structure at a high level, and the key pain points. We agree on the scope of the mapping exercise and identify which documentation and data we need access to. No assumptions are made about what we will find. The goal of this phase is simply to set up the mapping work correctly.

Week 2–4

Fixed cost mapping and register build

We conduct the full fixed cost mapping exercise — reviewing contracts, lease agreements, staffing arrangements, and service commitments. Each significant fixed cost is entered into the structured cost register with its category, size, duration, renewal conditions, and an initial convertibility flag. This is detailed, methodical work. We do not rush it, because the quality of everything that follows depends on the accuracy of what we build here. The output is the complete fixed cost register, reviewed with the client before we move to assessment.

Week 4–6

Convertibility assessment and opportunity ranking

With the full cost register complete, we run the convertibility assessment — evaluating each fixed cost against our internal scoring framework for conversion feasibility and financial impact. We produce the ranked conversion opportunity list and present it in a working session with finance and operations leads. This session is a genuine dialogue, not a presentation. We expect pushback, we answer questions directly, and we adjust our assessment where the client has context we did not. The output is a finalised conversion opportunity assessment agreed with the client.

Week 6–8

Transition plan development

We build the phased transition plan from the agreed conversion opportunity list. Each priority conversion is given a concrete action sequence, a responsible owner, a realistic timeline, and clear decision points. We sequence the plan to capture early wins — changes that can be made quickly and demonstrate the value of the process — while maintaining a clear path toward the larger, longer-horizon conversions. The transition plan is a working document, not a polished report. It is designed to be used, not filed.

Months 2–4

Implementation support and milestone review

We stay involved through the implementation phase — attending key negotiation sessions where our presence adds value, reviewing progress at agreed checkpoints, and adjusting the plan where business conditions or counterparty responses require it. Not every conversion goes exactly as planned. We are straightforward about that, and we adapt rather than defend the original plan when reality diverges from it. The engagement reaches its primary close when the highest-priority conversions are confirmed and the cost structure has measurably shifted.

Ongoing

Monitoring and drift prevention

Clients who continue with our monitoring programme receive a periodic cost structure review — typically quarterly — covering the current variable cost proportion, any new fixed obligations that have entered the business since the last review, and any emerging conversion opportunities. The monitoring summary is short and direct. It flags what needs attention and confirms what is stable. It is designed to take a small amount of time and deliver a clear picture of whether the flexibility gains from the engagement are holding.

The businesses we work with that handle downturns best are almost never the ones with the highest revenue. They are the ones with the most flexible cost base. When income drops, a business carrying mostly variable costs can absorb the shock and adjust. A business carrying mostly fixed costs has very few options — and the options it does have tend to be painful. The goal of cost structure work is not to make a business leaner in the abstract. It is to give it real choices when conditions change. That is what financial resilience actually looks like in practice, and it is what we are working toward in every engagement we take on. The methodology exists to get there in a structured, honest, and practical way — not to produce a document that describes the destination without helping anyone get there. — Sandra Okafor, Lead Financial Strategist

There is a version of cost structure analysis that produces a very thorough report and changes nothing. We have seen that version, and we have deliberately built our process to avoid it. The mapping and assessment stages matter enormously — you cannot convert what you have not understood. But the implementation stage is where the value actually materialises. Staying involved through the execution of a transition plan is not glamorous work. It involves following up on contract renegotiations, sitting in on uncomfortable conversations, and sometimes revising the plan when reality does not cooperate. That is the part of the engagement that most advisory approaches skip, and it is the part we treat as non-negotiable. The cost structure does not shift until the contracts change. Everything before that is preparation. — Marcus Belliveau, Operations Director

One of the most consistent findings across our client portfolio is that businesses significantly underestimate their own fixed cost exposure until we map it in full. They know roughly what they spend, but they have not looked carefully at how much of it is locked in and under what conditions it can change. The mapping stage of our process is often the most valuable part of the engagement — not because it produces recommendations, but because it produces clarity. A finance lead who can see the complete fixed cost register for the first time has a fundamentally different understanding of their business than one working from a general sense of the overhead burden. That clarity is what makes everything else in the methodology possible. — Priya Nambiar, Financial Analyst

Sandra Okafor, Lead Financial Strategist / Lead Financial Strategist, Fixed Cost Restructuring and Business Planning, Zomuatnouluuv / The businesses we work with that handle downturns best are almost never the ones with the highest revenue. They are the ones with the most flexible cost base. When income drops, a business carrying mostly variable costs can absorb the shock and adjust. A business carrying mostly fixed costs has very few options — and the options it does have tend to be painful. The goal of cost structure work is not to make a business leaner in the abstract. It is to give it real choices when conditions change. That is what financial resilience actually looks like in practice, and it is what we are working toward in every engagement we take on. The methodology exists to get there in a structured, honest, and practical way — not to produce a document that describes the destination without helping anyone get there.

Marcus Belliveau, Operations Director / Operations Director, Variable Cost Transition and Implementation Planning, Zomuatnouluuv / There is a version of cost structure analysis that produces a very thorough report and changes nothing. We have seen that version, and we have deliberately built our process to avoid it. The mapping and assessment stages matter enormously — you cannot convert what you have not understood. But the implementation stage is where the value actually materialises. Staying involved through the execution of a transition plan is not glamorous work. It involves following up on contract renegotiations, sitting in on uncomfortable conversations, and sometimes revising the plan when reality does not cooperate. That is the part of the engagement that most advisory approaches skip, and it is the part we treat as non-negotiable. The cost structure does not shift until the contracts change. Everything before that is preparation.

Priya Nambiar, Financial Analyst / Financial Analyst, Cost Modelling and Scenario Planning, Zomuatnouluuv / One of the most consistent findings across our client portfolio is that businesses significantly underestimate their own fixed cost exposure until we map it in full. They know roughly what they spend, but they have not looked carefully at how much of it is locked in and under what conditions it can change. The mapping stage of our process is often the most valuable part of the engagement — not because it produces recommendations, but because it produces clarity. A finance lead who can see the complete fixed cost register for the first time has a fundamentally different understanding of their business than one working from a general sense of the overhead burden. That clarity is what makes everything else in the methodology possible.

On cost structure and financial resilience

Marcus Belliveau, Operations Director There is a version of cost structure analysis that produces a very thorough report and changes nothing. We have seen that version, and we have deliberately built our process to avoid it. The mapping and assessment stages matter enormously — you cannot convert what you have not understood. But the implementation stage is where the value actually materialises. Staying involved through the execution of a transition plan is not glamorous work. It involves following up on contract renegotiations, sitting in on uncomfortable conversations, and sometimes revising the plan when reality does not cooperate. That is the part of the engagement that most advisory approaches skip, and it is the part we treat as non-negotiable. The cost structure does not shift until the contracts change. Everything before that is preparation.

Priya Nambiar, Financial Analyst One of the most consistent findings across our client portfolio is that businesses significantly underestimate their own fixed cost exposure until we map it in full. They know roughly what they spend, but they have not looked carefully at how much of it is locked in and under what conditions it can change. The mapping stage of our process is often the most valuable part of the engagement — not because it produces recommendations, but because it produces clarity. A finance lead who can see the complete fixed cost register for the first time has a fundamentally different understanding of their business than one working from a general sense of the overhead burden. That clarity is what makes everything else in the methodology possible.

Marcus Belliveau, Operations Director There is a version of cost structure analysis that produces a very thorough report and changes nothing. We have seen that version, and we have deliberately built our process to avoid it. The mapping and assessment stages matter enormously — you cannot convert what you have not understood. But the implementation stage is where the value actually materialises. Staying involved through the execution of a transition plan is not glamorous work. It involves following up on contract renegotiations, sitting in on uncomfortable conversations, and sometimes revising the plan when reality does not cooperate. That is the part of the engagement that most advisory approaches skip, and it is the part we treat as non-negotiable. The cost structure does not shift until the contracts change. Everything before that is preparation.

Priya Nambiar, Financial Analyst One of the most consistent findings across our client portfolio is that businesses significantly underestimate their own fixed cost exposure until we map it in full. They know roughly what they spend, but they have not looked carefully at how much of it is locked in and under what conditions it can change. The mapping stage of our process is often the most valuable part of the engagement — not because it produces recommendations, but because it produces clarity. A finance lead who can see the complete fixed cost register for the first time has a fundamentally different understanding of their business than one working from a general sense of the overhead burden. That clarity is what makes everything else in the methodology possible.

The businesses we work with that handle downturns best are almost never the ones with the highest revenue. They are the ones with the most flexible cost base. When income drops, a business carrying mostly variable costs can absorb the shock and adjust. A business carrying mostly fixed costs has very few options — and the options it does have tend to be painful. The goal of cost structure work is not to make a business leaner in the abstract. It is to give it real choices when conditions change. That is what financial resilience actually looks like in practice, and it is what we are working toward in every engagement we take on. The methodology exists to get there in a structured, honest, and practical way — not to produce a document that describes the destination without helping anyone get there.

Sandra Okafor, Lead Financial Strategist Lead Financial Strategist, Fixed Cost Restructuring and Business Planning, Zomuatnouluuv

02 Operations Director, Variable Cost Transition and Implementation Planning, Zomuatnouluuv

Marcus Belliveau, Operations Director

03 Financial Analyst, Cost Modelling and Scenario Planning, Zomuatnouluuv

Priya Nambiar, Financial Analyst

See the methodology applied to your actual cost structure

Reading about a process and watching it work on your own cost data are two very different experiences. The most useful next step is a direct conversation — not a sales call, not a lengthy intake form, just a straightforward discussion about your current fixed cost exposure and whether our methodology is the right fit for what you are dealing with. We will tell you honestly if it is not. We work with Canadian businesses that are ready to look at their cost structure clearly and take practical steps to change it. If that describes your situation, the conversation is worth having. We are direct, we do not oversell, and we are genuinely interested in whether we can help — not in whether we can close an engagement.

Start with a full cost structure review

The first stage of every engagement is a complete mapping of your fixed cost exposure. We review your contracts, arrangements, and commitments to build a precise picture of what is locked in and what is not. Most clients find this stage alone worth the conversation.

Get a ranked conversion opportunity list

After mapping, we assess each fixed cost for convertibility and impact — producing a clear, ranked list of where to focus effort first. You will know exactly which conversions are worth pursuing, in what order, and what realistic change looks like for your specific business.

We stay involved through implementation

We do not hand over a plan and disappear. We remain engaged through the implementation phase — attending key sessions, reviewing progress, and adjusting where needed. The engagement closes when the cost structure has actually shifted, not when the document is delivered.

Get in touch

Results vary depending on your business's specific cost structure, sector, and the nature of existing fixed obligations. Past outcomes from other engagements do not predict your results.