Build a life asset
The belief
Your company should create opportunity for your life, not demand that your life constantly bend around the company.
For owners of established service and trades businesses
You built a business. Now it owns you.
We help you build the leadership, systems, and accountability your company needs to run without you stuck in the middle, so the business becomes an asset for the life and impact you want beyond it.
3X revenue, 8X EBITDA in 3 years
Operational structure that helped prepare a growing company for multiple PE offers.
Good businesses can still outgrow the way they’re being run. Managers are in place. But decisions still come back to the owner. Systems exist. But no one consistently owns them. Growth creates more responsibility instead of more capacity. That’s an organizational design problem. That’s what we help fix.
50+
Businesses advised
100+
Leaders trained and developed
3
Stages: Structure. Systems. Stability.
1 Goal
A business that runs without you
Built from the operator side
This work comes from inside the problem.
Toby Clem has worked inside large organizations, built a service business from the ground up, and spent years helping owners untangle the same problem: the company grew, but the way it operated never grew with it.
We've seen businesses with managers where every decision still reached the owner. Companies growing faster than their teams could carry them. Systems that existed on paper but never became the way the company actually operated.
2700 Advisers exists to fix that gap. We work alongside your team to build the structure, operating systems, and leadership capacity the business needs, then get out of the way.
Meet Toby
What we believe
A business should be an asset to your life, not a liability. It should create more capacity for what matters outside the company, not consume all of it.
Why 2700 exists
Build to multiply impact beyond the company.
The business is not the destination. It is a vehicle for what the owner wants to do with the time, resources, relationships, and opportunities it creates.
Freedom with a purpose
The outcome
Build the capacity to choose what comes next. Grow it. Keep it. Sell it. Pass it down. Invest more in your family, faith, community, health, or another calling.
How we help
Build the company your growth now requires.
We focus on the operating structure that gets owners out of the middle: clear accountability, capable leadership, repeatable systems, financial visibility, and a team that can execute without everything flowing back uphill.
Organizational Structure
Clarify who owns what, who decides what, and where accountability lives so the business stops routing everything back through the owner. Learn more
Leadership & Accountability
Develop leaders who can make decisions, coach their people, and own outcomes without sending everything back to the owner. Learn more
Operating Systems
Build repeatable processes, handoffs, and training systems so the work gets done consistently without depending on one person to remember how. Learn more
Execution & Operating Rhythm
Install the scorecards, meetings, priorities, and problem-solving rhythm that keep the team aligned and moving without constant owner intervention. Learn more
Business Stability & Financial Visibility
Build the financial and operating visibility your leadership team needs to protect margin, cash, and profitability before problems become emergencies. Learn more
The 2700 Standard
Structure. Systems. Stability.
We build the operating foundation in the order it actually has to happen, then develop your team until the business can carry more of the load without you.
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Step 01
Structure
Clarify who owns what, who has authority to decide, and where accountability lives. Build the leadership structure the company needs now, not the one it grew up with.
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Step 02
Systems
Install the Scorecard, weekly leadership rhythm, SOPs, training, handoffs, and operating habits that turn good intentions into consistent execution.
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Step 03
Stability
Develop leaders, reduce unnecessary escalations, and prove the systems work under real conditions. The business becomes more predictable, and your involvement becomes a choice instead of a requirement.
We've seen this before
Owner dependence doesn't always look the same.
Different companies. Different symptoms. The same underlying problem: the business has grown beyond the structure carrying it.
Managers were in place. Decisions still came back.
One owner had a real team and department leaders, but questions, implementation, and decisions still found their way back to her. The answer wasn't “delegate harder.” The structure itself had to change.
Too busy to hire the help they needed.
One growing company had leaders so buried in daily operations that they couldn't create the capacity to hire, train, and develop the people who could relieve them.
The systems existed. They weren't running.
The company had meetings, tools, and a Scorecard. Under pressure, none of it consistently operated. A system only exists when someone owns it and the team uses it.
The manager wasn't the only problem.
We've seen managers blamed for failing inside roles with unclear authority, overlapping accountability, weak training, and owners who still get pulled into every important decision.
Growth created more dependence.
More revenue, more employees, and more work should create leverage. Without the right operating structure, growth can simply make the owner responsible for even more.
Independence created options.
We've helped build companies that owners could keep, hand to the next generation, or prepare for a transaction. A business that depends less on its owner is a better life asset and a more transferable one.`
Straight answers
Book a Fit Call Questions owners ask before we work together.
Who this is for, what we actually do, how long it takes, what your team will need to do, and what happens when the engagement ends.
No. Leadership can be developed, but the person still has to want the responsibility and be willing to grow into it. Part of this work is determining whether someone truly understands the role, wants it, and has the capacity to perform in it.
No, but an owner should understand the basic numbers that determine whether the business is healthy. We focus on practical financial literacy so leadership can understand what the numbers mean and what decisions they should influence.
No. Over-documenting creates clutter that nobody uses. We focus first on the processes that are critical to customers, cash, quality, safety, continuity, or repeated execution.
Probably not another meeting. You need a better one. The weekly leadership meeting should replace scattered updates, repeated conversations, and unresolved issues with one consistent place to review performance, make decisions, and assign next actions.
No. The owner should continue making the decisions that belong to the owner's Seat. The goal is to stop routing decisions to the owner that should be made somewhere else in the organization.
No. This work is designed to help the owner and leadership team use financial information more effectively. Your accounting and finance professionals may still provide the reporting, tax, bookkeeping, or higher-level financial services the business needs.
Processes need an owner and a reason to be reviewed. When a workflow changes, a mistake exposes a gap, or the team finds a better way, the standard should be updated so the documented process matches how the business is expected to operate.
Field Notes
Notes from inside owner-operated businesses.
Real situations, operating problems, leadership lessons, and practical ways to build a company that depends less on you. If you're not ready for a conversation, start here.
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Build a business that gives you freedom. Let's start the conversation.
Twenty-five minutes, no pitch, no obligation. The alternative is another year of every decision routing through you.