We walk your field, connect the dots between strategy, the floor and the P&L, and run the cadence until the numbers turn. Audits, labor and operations — rebuilt by a field-tested operator who's actually run them.
Nine facilities, twelve months: −36% operating expense, CSAT 85 → 93 — same playbook we'd run for your field.
30-min working call. No deck, no retainer to start.
Most engagements start with one of these six patterns. Two weeks on the floor names the constraint. Ninety days on cadence stops the bleed — three moves, your people, your P&L.
Brand standards score well on paper, fall apart on a Friday close. Compliance is a binder, not a behavior.
DMs and regionals living visit-to-visit. No cadence between them. Numbers arrive too late to act on.
Schedules built on instinct. Overtime quietly bleeding the P&L. Turnover the only KPI moving.
Field consultants playing cop, not coach. P&L conversations skipped. Standards slipping unit-by-unit.
One facility or region dragging the portfolio. Plans exist. Execution doesn't.
Promoting from the floor with no path. The next regional doesn't exist yet — and the current one is leaving.
LIV. is led by Joe Rico — twenty years of regional and district leadership across Adidas, GameStop, iFLY and SEI. One engagement at a time.
Six weeks to twelve months. Each engagement starts with a two-week diagnostic and ends with the cadence running without us — one engagement at a time.
We sit beside your franchisees, area developers and franchisors and coach the P&L line by line — store visits, merchandising fixes, brand-standard audits, real partnership. The franchise consultant seat, run by someone who has actually held it.
We give your DMs, regional directors and VPs a weekly cadence and a scorecard they actually use. Audits, labor, shrink, ATV and CSAT — all on one page, all moving in the right direction between visits.
Region or unit losing money? Two-week diagnostic, three moves (not thirty), then we run the cadence until the P&L turns. iFLY West: −36% opex in twelve months, CSAT 85 → 93 on this same playbook.
Fractional Regional Director, VP of Operations or Director of Field for PE-backed portfolios and founder-led operators. A senior operator in the seat now, building the bench so you don't need me later.
Symptom maps to service line. Service line maps to the number that moves next quarter. No upsell ladder — we start with the one that fixes the constraint.
Symptoms are loud. The cause is usually quiet, one or two layers down. We don't patch the noise — we find what's actually generating it, then build the fix around that.
Lean Six Sigma in plain English: name the constraint, fix the constraint, then run the cadence so it stays fixed.
Rebuild audit cadence and scoring so standards stick on a Friday close.
Install the operating cadence and field scorecards between visits.
Reset scheduling, kill the overtime leak, recover gross margin.
Coach to P&L, not to a binder. Field partnership over enforcement.
Two-week diagnostic, three moves, cadence runs until the P&L turns.
Senior field operator in seat — develop the bench while results land.
Two weeks on the floor. Walk the work, read the numbers, talk to the operators who actually know. Written diagnostic: what's true, what's broken, what to do.
Build the 90-day plan with your team, not for them. Constraint-first. We pick three things, not thirty. We name owners and dates.
Inside the cadence with your leaders — weekly ops review, daily standups when it counts. The plan moves because someone is watching it move.
Hire the bench, document the cadence, leave. The exit is the deliverable. If you still need me in six months, I didn't do my job.
Five engagements, five numbers that moved. Names withheld at client request — references available on a working call.
"We'd run the same playbook for years. Joe walked four stores in a week and named the leak by Friday. The fix paid for him before quarter-end.
"Our schedules looked clean on paper and bled on Saturdays. He rebuilt the cadence with my GMs in the room. Now they own it, not him.
"We'd been stuck in the low 90s for two years. The diagnosis was operational, not training. He fixed the operation. The score followed.
"Three line items, three calls, three fixes. No deck. The recovery was sitting in our P&L the whole time — we just couldn't see it.
"He wouldn't take the regional seat permanently. He built three of my GMs into people who could. That's the work I actually needed.
He showed up, found the constraint inside a week, and put two of our own people in charge of fixing it. By the time he left I couldn't remember which ideas were his and which were ours.
30-minute working call. We diagnose live, name the constraint, and either book the diagnostic or tell you it isn't a fit. Either way you leave with the next move.
