Lua

Opening up applications for internships across our consulting and advisory businesses Apply using the Calendly link calendly.com/louis-kadenwood…

How to build a $100m enterprise in 2026-2027 There is no difference of energy expenditure between thinking small, and thinking big A focus on big goals, dreams and aspirations is the fabric of a fulfilled life The challenges faced on both sides of that big-small spectrum, are interpreted by the mind with the same level of intensity You get to pick whether to experience those intense hardships pursing something meaningful and net-positive to humanity Or living through mediocrity Both will feel the same. You get to pick.

Here's an example: Take a boring fragmented vertical like commercial HVAC Run a distribution engine across the entire company until you're the one who controls 100% of the deal flow Productize it and exit the agency for a few million Or you take equity instead of fees and every company you service becomes a position in your own holding company Or you raise outside capital against that same GTM engine, get SBA loans and seller's notes and start rolling up the whole sector Multi 9-figure play if you structure your position correctly DM "KW" if you want to work with us 1:1 to run a similar play on your B2B offer

The only thing that matters in B2B in 2026 is whether the person across from you believes you can actually do what you say You're on a sales call to identify the one problem holding their business back Every real problem resolves to one of two things: either more throughput or more efficiency Those are the two only offers there are You find the specific version of that problem inside their specific company Most of the work is defining what actually needs solving The buyer is so buried in the day to day that he only has a vague sense of what's wrong Part of what you're doing on those calls is making him see his own problem clearly By articulating their problem back to them through the questions you ask and the insight you bring you're demonstrating competence instead trying to claim it The buyer gains clarity on his own situation and he watches you understand it better than he does And once the problem is genuinely defined The solution becomes the easy part If you want us to build a full institutional sales process to help you sell $50K-$150K engagement sizes, DM “KW”

Zach sourced a real estate senior debt raise starting at $15M within a few months of running his firm without any previous finance background He also onboarded an advisor who was a former E&Y banker that previously ran the firm's South American branch for 15 years Zach brought him in to handle the financial models and cash flow analysis while he handled origination and relationships He originated the real estate deal through direct cold distribution and recruited the advisor through the same channel Then positioned himself as the new-age capital raiser rather than a legacy banker Senior debt raise starting at $15M with a $4B fund and other institutional groups at the table Once this one closes, the same client needs $100M+ over the following 18 months, all flowing to the operator who originated the first deal DM "KW" and we'll help you build the origination system that gets you into rooms like this

Your customer acquisition cost is up roughly 60% in five years, and in saturated categories it's closer to 75% None of that spend buys you a single dollar of terminal value The thing is paid acquisition is a treadmill that keeps speeding up As soon as you stop spending nothing works, and so you’re attributing 20-40% of your total revenue to channels that rent the traffic to you Most of you don’t realize it but it’s one of the biggest costs that’s capping the worth of your business when you try to sell The second one is you If acquisition and closing run through you personally as the founder Your revenue line is a function of one person's time and presence which doesn't transfer to a buyer So both costs land on the same earnings Rising acquisition cost suppresses the margin, founder dependence suppresses the multiple and a buyer prices both before he's finished reading your P&L Advisors put the owner-dependence discount at 15-20% of enterprise value in the typical case Even up to 30 to 50% where it's severe On a $3M EBITDA business that's the difference between roughly $12M-$18M for the same earnings We've seen this across every business we've worked The problem is by the time most founder's realize it's too late DM “KW” and I’ll show you the full breakdown explaining the 4 tenets we’re implementing this across 7 & 8 figure firms to reclaim their exit value

You can speak to 10-15 companies a day looking for M&A, capital raising or debt advisory The systems we hand you could give you unlimited dealflow forever, so originating deals is never the problem The constraint in some cases is the thing that actually gets a transaction across the line, which is your relationships with capital The fastest deals and the biggest deals close through a network A majority of B2B firms never build that layer so their deaflow dies in the pipeline and they blame their offer Venture capital, family offices, private investors, private equity firms are examples of relationships with a node that can compound your levels of access within certain details So your firm can strategically be connected with decades of experience through advisors These advisors sit on your board as a set of people with complementary skill sets and complementary networks pointed at the same flow The credibility you lack is what an advisor gives you That is how one of our clients $500M in 2 years with no prior investment banking background Overtime you come into a situation where someone in the room has the perfect buyer for the mandate you just signed So deal-sharing turns a collection of individual pipelines into a single origination ecosystem Your second and third connections become deal flow you never had to source yourself If you want our help to 10X your credibility when you take your B2B offer upmarket, DM "KW"

While you're closing GTM packages one founder at a time The fund above them buys distribution for the whole portfolio in one go A seed-stage VC holds a portfolio of companies that all share one unsolved variable Distribution That firm can underwrite the product, team and market before it writes a cheque GTM is the single thing it can't de-risk at seed Which becomes the gap you insert into You install yourself as the GTM layer the fund runs across every company it backs One relationship with the capital allocator Distributed across every portfolio company at once The fund gets a value-add it can hand founders before the cheque clears Your deal flow stops being something you have to source Then the real play is to run GTM as an owned capability makes you fundable You raise your own vehicle It's the same edge when you raise LP capital An LP has heard 40 GPs claim they're sharper at sourcing and picking You're the one who can articulate message market fit and a repeatable GTM motion as a core capability Everyone else waves at the exact variable you've productised You're holding the one capability the entire ecosystem underprices If you want to turn your current B2B offer into a much higher leveraged 8-figure play, DM "KW"

Jeremy joined with no finance or business background after getting laid off, and collected $30K in April and $20K in May from his own firm He built a boutique advisory firm from nothing in a field he had never worked in The early months were slow and he reinvested into the firm and worked on his sales and business skills for a long stretch before the payments started landing Once the skill compounded, he secured a $30K contract and then another $20K in a market saturated with competitors His only moat was the fact that he reached his ICP faster than his entire competition DM "KW" and we'll help you build the distribution and positioning to land $50K to $150K mandates

There are three ways a firm can reach its market, and almost everyone is on the first or second without having chosen it The tier you're on sets your cost to acquire, whether that cost climbs as you grow, and what the engine is worth the day you try to sell #1: The bottom rung is rented - this is paid acquisition You pay a platform for attention for exactly as long as the payment clears Cost per acquisition climbs every year because you're bidding in an auction that only gets more crowded, and none of it accrues Five years of spend builds nothing you can hand to a buyer #2: The middle rung is borrowed - referrals, partnerships, and the founder's network Cheaper than rented, often free, and where most good firms live But none of the reach belongs to the firm It belongs to relationships, and the relationships belong to the founder It can't be scaled on demand and it can't be transferred, because the moment the founder steps back the introductions stop To a buyer this is founder-dependence #3: The top rung is owned - reach the firm controls outright An owned, intent-based engine pointed at the exact accounts that can buy, running through channels the firm operates rather than rents The economics invert, because the cost per qualified conversation is a fraction of paid and doesn't climb as you scale, and it keeps producing whether or not the founder is in the room It's the only one of the three that behaves like an asset It compounds because every cycle sharpens the targeting It transfers because what's sold is a system rather than a person's relationships or a platform habit Take three firms with identical revenue, capability and case studies The only difference is which tier their reach sits on: The rented firm is worth the least at exit, because a buyer sees a rising cost and no asset The borrowed firm is worth more on paper and almost unsellable in practice, because the moment diligence asks where the pipeline comes from, the answer is a name, and that name is leaving The owned firm is worth multiples of both on the same earnings, because it's the only one where what produced the revenue can be handed over and keep running This is what we install at Kadenwood Consulting Kadenwood Consulting is the revenue-advisory and growth division of Kadenwood Group We bring institutional M&A and debt advisory capability and marry it to operators who have actually grown businesses from the inside We carry a client across the whole arc - Build the growth engine - Arrange the debt - Advise the sale - Run the M&A process We built the machine to run our own firm first, then made it installable A bespoke, done-for-you install scoped to your business across four pillars: Distribution - the owned, intent-based engine this document walked through, built on the proprietary data layer Sales - the diligence-led close, with placed and trained closers and the founder removed from the point of sale Talent - A-tier operators placed across sales, operations and engineering AI throughput - agentic fulfilment so a lean team carries the volume the first three pillars produce You get direct access to the proprietary software, the MCPs, the proprietary contact engine and the pre-vetted talent pool Engagements are scoped to the depth of the build and priced against the structural drivers of enterprise value the install is built to move: acquisition cost and founder dependence We're currently implementing a maximum of eight installs a month It's built for: Founder-led service businesses past the first million, typically $2M to $50M, with real revenue throwing off real margin, that have outgrown the founder doing everything Owners who want to raise what the firm is worth and leave at a premium Operators ready to take the business off their own desk and let a system carry the volume, in markets deep enough to own distribution cheaply and convert it at scale The two structural costs are sitting in your firm right now whether or not you act, and they compound in the wrong direction every quarter you leave them The work commoditised while you were improving it, which left the rented reach and the founder bottleneck carrying all the value and none of the cover the craft used to give them None of that resolves by working harder inside the model, because the model is what produces the cap It resolves by changing what the firm owns, and that's a build, not a tactic. If your firm is the one this was built for DM “KW” to see if it’s a fit

The firms that break out aren't necessarily better at the work What they did was they began owning the one input that decides everything upstream of skill: Who hears from them, at what cost, and whether that cost climbs when they scale Once you accept it's an ownership problem, the next question is what specifically you don't own that a buyer cares about, and it's two things Cost #1 is rented attention B2B customer acquisition cost is up roughly 60% over the past five years, closer to 70 to 75% in saturated categories At the sales-led, high-growth end, the combined sales and marketing line runs 20 to 40% of revenue A meaningful share of everything the firm earns is already handed back to the channels that bring the work in, and that share climbs every year you stay in the auction Paid attention also has no terminal value: the day you stop spending, your attention stops You can run a channel for five years and the moment the budget pauses you own nothing you built The cost went up, the asset never accrued, and there's nothing on the other side a buyer would pay you for Cost #2 is the founder In a lot of firms at this size, acquisition and closing still run through one person The founder is the point of sale and nothing significant closes unless they're on the call, which means the pipeline is really just their calendar It feels like control, but to a buyer it reads as the single largest liability in the business, because the founder is the one thing the buyer can't purchase Take them out and the number falls, which is why founder-dependence is among the heaviest discounts applied to a services business at sale Combine the two and a buyer marks the same earnings down twice: Once because it cost too much to generate and the cost is still climbing And again because it can't run without the person trying to sell the business The harder a firm pushes inside this model, the larger both discounts become Both costs are solved by changing what the business owns

Still find it surprising how founders running 8-figure firms still feed their pipeline exclusively through referrals and warm intros The billion-dollar advisory firms simply enter more conversations and opportunities than you do Volume is the only input that your entire operation compounds across Your edge in this market is the number of qualified conversations you can originate at the lowest possible cost DM "KW" and we'll help you build the distribution that puts your entire TAM in front of you within weeks

Fabian and Dimitri built a boutique advisory firm on track for $100K months with licensed bankers working under them just one year after starting What they had was the ability to generate an overwhelming amount of deal flow for themselves The firm now has a closing team, an advisory board, backend bankers being hired for their licenses and a Miami office DM "KW" and we'll help you build the distribution that lets you originate these kind of mandates and hire a highly competent team around you

$1,746,541 in revenue $434,607 net Not a single salary in the expense column The old model needed 30 people to produce numbers like this across account managers, SDRs, copywriters, ops leads and a founder spending his week managing the machine instead of running it The model relied on output scaling with headcount, so every new client meant new salaries showing up whether deals closed or not But AI collapsed that Around 93% of what those 30 people across research, copy, reporting, follow-ups and list building now runs through software that costs less per month than one junior hire costs per week The 7% that's left is the part that still requires human input but drives the most revenue - sales conversations, strategy and the relationships that hold clients together Which means one operator wearing three hats, CEO, closer, engineer, now produces the output of the 30-person floor The delivery that does need hands gets subcontracted, so the cost scales down as fast as it scales up, and everything saved on structure lands directly on net income If you want us to directly build out the same agentic stack we use at Kadenwood directly applied to your B2B offer, DM “KW”

A client paying you a $5K retainer is maybe worth $30K before they churn But a $50K engagement is worth $350K+ before they even think about leaving $5K a month across a 6-month average tenure gives you $30K of total value you can extract from the client The client works with you until results slow down and then grinds you down when you try to get them to renew Every month you continue with them you're one weak month away from that $30K collapsing to $0 within a few days Then it forces you to scramble back at the top of the funnel to rebuild your pipeline you The dynamics behind an upmarket engagement are completely different A $50K diagnostic gets you inside the account, and the deeper you sit the more exposure you can actually see During the background of the first phase of your engagement, you surface three problems the buyer didn’t even realise they had Then this becomes your ammo for the second phase which could be anywhere from a $40-80K Once you’ve tightened that up, you expand the exact same engagement across multiple different departments within the same organisation for $100K+ Now you’ve created $350K+ worth of backend LTV on a single client The biggest reason to go upmarket is because retainer LTV is linear and it’s tied to a monthly cost that only ever either stays flat or drops completely Engagement LTV with upmarket verticals expands through proximity because every quarter you work with the client you get a piece of ammo that you can leverage to propose the logical next step If you want to work with us 1:1 to build multi 6-figure backend LTV logic across all of your clients, DM "KW"

This is what a 2.5% success fee on a transaction looks like $5,298,523 To net the same thing working on typical retainers you'd need years of client delivery, churn, payroll and Slack messages The mandate behind this wire was originated by the same engine we’re implementing across all of our clients DM "KW" and we'll help you embed the exact same origination engine we're currently running on multi 7 & 8 figure transactions

When you’re selling high-ticket, the only objection a buyer really has is that he doesn't trust you yet Every price objection I've heard on a $50K+ deal was a trust problem, and founders keep responding by cutting the price, which makes everything worse Because now the buyer is watching someone fold under the first bit of pressure while asking to run his growth Something changes above a certain deal size that most sellers never adjust to A capital rich buyer evaluates you the way he'd evaluate an investment vehicle by checking the track record, the downside, and who else already trusts you with their money Capital never flows into a vehicle the allocator doubts So the real work happens before the call Everything he sees leading up to the call By the time the call starts 60% of the sale should already be done DM "KW" and we'll help you build the trust infrastructure that turns the same offer into $50K to $150K engagements

Jake collected $15K this week with another $10K landing Monday He's on pace for $150K this month He removed himself from his old agency, and every hour that freed up went straight into origination That calendar is what the first 30 days look like when the founder stops being the delivery guy If you want us to pull you out of delivery and install the origination engine behind this calendar, DM "KW"