Slate Harbor Consulting Management consulting — Providence, Rhode Island
Slate Harbor Consulting is a management consulting firm in Providence, Rhode Island. We work with mid-market operators and owner-led companies on operations, growth, pricing, market entry, and the standing advisory work in between.
Every engagement starts with a discovery call and ends with a written answer: what we counted, what it costs you, and who owns the next move.
You already know where the trouble is. We go and count it — steps, handoffs, queues, rework — and write down where work stops and where it starts again. What comes back is a map of the operation and a written assessment of what it costs you to run it this way.
On site · process map · written assessment · named owners
What you keep
We pick the two or three places growth can actually come from — customers, channels, geography — and write down what has to be true for each one to work. Then we rank them, so the next quarter has an order to it.
Customer and channel review · worked model · ranked options
What you keep
List price, cost to serve, and the discount you actually give, reconciled against each other. Most owner-led companies run three pricing systems at once: the sheet, the invoice, and the handshake. We write down all three and show you the gap.
Transaction review · margin by line · price architecture
What you keep
For a new state, a new segment, or a new product line: who is already there, what it costs to serve them, what the first move is, and what you would need to see before you commit to the second.
Demand and competitor review · cost to serve · sequencing
What you keep
A standing line item. We sit in the room for the decisions that do not fit inside a project — a hire, a contract, a price change, a partner — and keep the numbers straight while you decide.
Retainer · scheduled sessions · written notes
What you keep
The order of the work does not change much between companies. What changes is what the numbers say. Every engagement runs the same four lines, and you see all four in writing.
A discovery call, then a look at what you actually have: financials, operating reports, price sheets, and the decisions behind them.
We go where the work happens — the floor, the warehouse, the sales desk — and count it rather than take a description of it.
Findings are written as entries: cause, size, owner, next move. A deck does not stand in for the work, and neither does a workshop.
We check the entries against what actually happened, correct the ones that were wrong, and hand you a book you can keep using.
A discovery call is a working conversation about your numbers, not a presentation about ours.
Fill in the line below. We reply to set up a time, and we come to the call with questions about your numbers rather than a presentation about ours.
