Kelvor Commercial Consulting advises Southeast businesses on commercial strategy, pricing, and sales effectiveness. Every engagement begins in your own transaction data.
A business wanting growth typically reaches for demand: more marketing, more sellers, a new territory. It is the visible lever and it is expensive to pull. Meanwhile the price architecture underneath has not been examined in five years, and it is quietly giving away several points of margin per transaction.
That is not a hypothesis, it is what the data keeps showing. In roughly seven of ten engagements, the first two weeks in a client's own transaction records surface margin leakage larger than the growth they were planning to buy.
So we start there. Your invoices, your discount approvals, your win-loss records. Not a framework, not a benchmark deck, and not a survey of what similar companies report doing.
Most engagements draw on two or three of them.
Where margin actually comes from, tested against your own transaction data rather than a framework.
Price architecture by segment and product. The most commonly under-managed lever in a mid-market business.
Territory design, compensation structure, and the pipeline discipline that survives a quarter under pressure.
Structure, roles, and decision rights, so growth does not simply produce more meetings.
Commercial diligence for acquirers and lenders, delivered in three weeks against a written scope.
Independent counsel for owner groups and boards facing a decision the internal view has already settled.
Six partners and no analyst tier. The partner who scopes your engagement builds the analysis and presents it. There is nobody to delegate to, which caps our capacity at ten to fourteen engagements a year.
Two weeks in your data before any view. Transaction records, discount approvals, and win-loss notes. Firms that arrive with a hypothesis reliably find evidence for it.
Findings are written. A document you can read alone, disagree with in the margins, and hand to someone who was not in the room.
Two weeks in your transaction data, discount records, and win-loss notes.
Interviews with customers and lost prospects. Internal belief is not evidence.
A document, not a deck. Findings, recommendation, and what we rejected.
A partner available through implementation, at whatever cadence you need.
Distribution, manufacturing, professional services, healthcare services, and building products across Atlanta and the wider Southeast.
Generally owner-led or sponsor-backed, with a commercial function that grew organically and has never been designed.
Many arrive planning to hire sellers. A fair number leave having repriced instead, which costs considerably less and works faster.
Atlanta. Twenty-three years across commercial leadership and advisory.
Nineteen years in price architecture and margin recovery programmes.
Former CRO. Seventeen years designing territories and compensation.
Sixteen years in commercial diligence for acquirers and lenders.
We came in wanting to hire four salespeople. They found six points of margin in our own discount approvals and told us to fix that first. We did, and never made the hires.
Two weeks in your own data answers that, more precisely than any benchmark.