Client Success Stories

How Gomez Tire Grew Revenue 60% While Bracing for Tariff Pressure

A Family Tire Business Ready to Scale

By 2022, Gomez Tire had outgrown the systems that got it there. Demand was climbing, the shop floor was full, and co-owners Alex and Robert Gomez knew that raw hustle alone wouldn’t get them to their next milestone: a $5.2 million revenue target by 2025. What they needed wasn’t more hours in the day — it was a stronger operational foundation.

“Hiring John and his team has been a game changer for our company. Their expertise and guidance over the last year has helped build a stronger foundation for the future growth of our company. They have been extremely helpful in developing practical operation strategies that have been helpful and effective. More importantly, they have provided us clarity on our operations like we’ve never had before.” — Alex and Robert Gomez, Co-Owners, Gomez Tire

Growth That Outpaced Its Own Infrastructure

Gomez Tire, a Phoenix-area tire and automotive services company, engaged Waters Business Consulting Group in 2022 during a period of rapid growth that was beginning to strain cash flow and operations. The brothers were juggling pricing decisions without full visibility into margins, uncertain about their true break-even point, and stretched thin trying to run day-to-day operations while also thinking strategically about the business’s future.

Beyond the numbers, growth was creating people problems. The team needed clearer expectations and more consistent communication, and the company was short a commercial technician just as demand for larger commercial accounts was increasing. On top of it all, tariff-driven cost increases on tires loomed on the horizon, threatening to squeeze margins further unless the company got proactive about inventory and purchasing.

Building Structure Around the Growth

Waters Business Consulting Group worked with the Gomez brothers to build the financial and operational scaffolding their growth demanded. That started with a rigorous look at historical financials and the construction of forecast models that gave the owners, for the first time, real predictability around revenue and cash flow.

From there, the engagement expanded into nearly every corner of the business: defining position descriptions and performance metrics so accountability wasn’t a guessing game, instituting regular team meetings to reinforce standards, and mapping out staffing needs — including the long-sought commercial technician — to match the pace of growth. On the inventory side, WBCG helped the team think proactively about tariff exposure, guiding decisions to sell down existing stock and plan inbound containers strategically rather than reactively.

The consulting relationship also touched harder, more personal decisions. WBCG helped facilitate family conversations about roles and accountability, evaluated whether a satellite location was still financially justified, and analyzed the financial case for a move into a larger facility — one with the warehouse and shop space to support the business the Gomez brothers were building.

The Results: Real Growth, Real Margins

The numbers tell the story. From 2020 to 2022, Gomez Tire’s revenue grew roughly 36% while gross profit jumped about 63%, a sign that the business wasn’t just getting bigger — it was getting healthier. That momentum continued: by 2022 the business was generating $2.50 million in revenue and $914,000 in gross profit at a margin near 36%. Two years later, in 2024, revenue had climbed past $4.0 million and gross profit had grown to roughly $1.7 million, including nearly 30% year-over-year growth from 2023 to 2024 alone.

Along the way, the team closed an underperforming satellite location to sharpen focus on central operations, captured an $80,000 tire order through a national vendor relationship, and rolled out a new operations app to modernize day-to-day workflows. Just as importantly, the Gomez brothers now have a financial model that tells them where the business stands — and where it’s headed — instead of navigating growth by instinct alone.

Ready to Build Your Own Growth Plan?

Rapid growth can feel like a good problem to have — until it strains your cash flow, your team, and your sanity. If your business is scaling faster than your systems can support, a fresh set of eyes can help you build the structure to grow profitably and sustainably.

Contact Waters Business Consulting Group to schedule a free consultation.

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Founded in 1984, Pleasant Places built a reputation as a trusted commercial landscaping provider throughout the Lowcountry region. But rapid growth brings its own problems, and by the time company leadership reached out to Waters Business Consulting Group in 2017, Pleasant Places had grown from $10 million to nearly $18 million in annual revenue in just a few years — without the processes and infrastructure to support it. “I have been working with John Waters for around 8 years,” said Gilly Artigues, President of Pleasant Places. “I did a quick google search for a consultant that could help me and my company navigate through the obstacles we were facing during a period of rapid growth… John Waters called me in less than 2 hours. We spoke on the phone for well over an hour that day. After that, John didn’t rush into trying to get me to sign a contract or pay a fee. Instead, he took the challenges I told him about on our initial phone call and called me back a few days later with an honest take on everything and some ways he thought he could help. He impressed me with not only his knowledge and business experience, but with his genuine desire for my company to be successful.” Growing Fast, But Not Cleanly That kind of growth squeezed Pleasant Places’ profit margins and exposed gaps the company hadn’t needed to worry about at a smaller scale. There was no centralized ERP system to manage workflow, and accountability among the team was inconsistent. Pipeline visibility was murky, making projected growth hard to plan around, and a high cost of capital was eating into cash flow. The company’s mission, vision, and core values weren’t clearly articulated or aligned with ownership, and roles and responsibilities across the team were disorganized — all classic growing pains for a family-owned business scaling past what its original structure was built for. Rebuilding the Business Underneath the Growth Waters Business Consulting Group started by analyzing Pleasant Places’ historical financial trends to build a model for controlling cost of goods sold, margins, and managing breakeven. The company now has significantly higher valuation. That model did double duty — it also gave lending sources the assurance they needed, which led to negotiated reductions in lending fees. From there, the team established systems to track labor hours and materials against budgeted estimates, and reworked the company’s pricing strategy so every estimate was built to hit the gross margins Pleasant Places actually needed. On the people side, the team identified leadership and management gaps in the organizational structure, created position descriptions aligned with a clearer reporting protocol, and helped guide a sensitive transfer of management responsibility from father to son with defined authority and autonomy. A full ERP system implementation — the industry platform Aspire — gave Pleasant Places real-time visibility into work in progress and trending margins for the first time. From $18 Million to Over $36 Million, With Healthier Margins The combination of pricing discipline, cost controls, and regular accountability meetings turned a low gross margin into an average of 42%. With clearer estimates and more confidence in their numbers, Pleasant Places has pursued new projects and maintenance contracts with far more conviction, growing top-line revenue to over $36 million. Beyond the numbers, the organization now has a clearly defined chart of roles and responsibilities, formalized core values and mission, and a stronger employee review process — all of which have improved accountability, culture, and retention. Employee polling reflects that shift directly: workers now see themselves at the company for years to come. The family management transition was completed successfully, lending relationships improved, and net operating income has shown dramatic improvement across the engagement. Growing Fast? Make Sure Your Systems Keep Up Rapid growth is a good problem to have, but only if the business underneath it can support it. If your company’s growth has outpaced its processes, pricing, or leadership structure, a free consultation can help map out the fix. Contact Waters Business Consulting Group to schedule your free consultatio