Straight answers.

Not in the traditional sense. I do not want to study your company, hand you a polished report and leave you to figure out the hard part. I ask questions, learn the business and then work alongside you and your team to implement what needs to change.

It starts with a 60-minute fit meeting with you and your leadership team. We talk about where the business is, where you want it to go and what is getting in the way. We also review the operating principles and working rhythm we would use together. You should understand the work before deciding whether to proceed.

The core engagement includes full-day quarterly planning sessions, a focused weekly 90-minute leadership meeting and weekly one-on-ones with leadership-team members. Together we clarify the vision, define accountabilities, build useful scorecards, solve issues, strengthen processes and turn quarterly priorities into action.

It begins with the leadership team because the organization needs a clear and consistent operating model at the top. Then we help leaders carry that clarity into their departments through short weekly meetings, useful one-on-ones, measurable priorities and meaningful quarterly conversations. The goal is for every person to understand their lane, be heard and know how their work moves the company forward.

For a full implementation partnership, the investment is typically $7,500 to $12,500 per month. The exact amount depends on the size of the leadership team and how much direct support is needed each week.

There is a reason the engagement is priced at a level that requires a real commitment. This work only succeeds when the owner and leadership team are serious about changing how the business operates. It cannot become another “flavor of the month” management idea that gets attention for a few weeks and then disappears.

The objective is not to make the engagement expensive for the sake of being expensive. It is to make sure both sides are committed to doing the work. Clients who have completed this kind of work have often found that the value created through better execution, lower costs, stronger accountability and improved profitability substantially exceeds the investment.

The core engagement has a six-month minimum and an 18-month maximum. Technology products and smaller, clearly defined projects are scoped separately.

Real change takes repetition. Six months gives the team enough time to establish the structure and habits instead of treating this as another short-lived initiative. The 18-month maximum is just as important: my job is to help your organization build the ability to run the system without me. I am there to create capability, not dependence.

Our work is grounded in proven operating disciplines, including ideas from EOS and Traction, but Barbachano & Associates is an independent firm and is not EOS Worldwide or a certified EOS implementation practice. We draw from multiple proven sources and apply them practically to what your business needs.

No. Independent retail is a deep area of experience, not a boundary. The fundamentals of clarity, accountability, process, financial visibility and execution apply across entrepreneurial businesses. We take the time to understand the language, economics and operating realities of your company.

It really depends on the business, the leadership team and where you are trying to go. I have worked with a company that had just five employees but big plans. Within about a year, it had grown to 22 employees. That was explosive growth, but it was managed growth. We built the infrastructure alongside the business so sales and profits could grow without everything else breaking around them.

So I would not rule out a small company simply because it is small today. The better question is what you are building and whether you are ready to put the structure underneath it. In most cases, though, the businesses I am best suited to work with have fewer than 100 employees.

This is not something you hand off to a consultant. The leadership team needs to be involved. Expect a full-day planning session each quarter, a focused 90-minute leadership meeting each week, weekly one-on-ones with leadership-team members and some individual work between meetings. The goal is not to create more meetings. It is to replace wasted time, repeated conversations and unresolved issues with a better operating rhythm.

Both. Some work is better face to face, especially planning sessions and important working sessions with the leadership team. Weekly meetings, individual support and follow-up can often be handled remotely. We use the combination that makes sense for the business and the work we are doing.

That is not a problem. I am not coming in to replace something that is already working. The name on the system matters a lot less than whether your people understand it, use it and get results from it.

If you already have a framework, we can work within it, strengthen the parts that are not working and close the gap between knowing what the system says and actually running the business that way.