.elementor-widget-text-editor{font-family:var( –e-global-typography-text-font-family ), Sans-serif;font-weight:var( –e-global-typography-text-font-weight );color:var( –e-global-color-text );}.elementor-widget-text-editor.elementor-drop-cap-view-stacked .elementor-drop-cap{background-color:var( –e-global-color-primary );}.elementor-widget-text-editor.elementor-drop-cap-view-framed .elementor-drop-cap, .elementor-widget-text-editor.elementor-drop-cap-view-default .elementor-drop-cap{color:var( –e-global-color-primary );border-color:var( –e-global-color-primary );} In the summer of 2003, Dave Kotter left a commercial real estate lending company he didn’t enjoy working for and started his own: Integrity Capital. Over the next decade-plus, he built a solid book of business the hard way, through relationships and hustle. But by 2016, Dave hit a wall familiar to a lot of founders — he knew he wanted to grow, and he knew the tools to get there weren’t in his own skillset. “The greatest value I’ve gotten from John is accountability and synergy,” said Dave Kotter, Owner of Integrity Capital. “I wanted more than a coach. I needed to work with someone that not only would hold me accountable but also have the experience necessary to build an infrastructure to help me grow the company.” Ambition Without a System Dave had the drive to grow Integrity Capital, but not a clear next step. The specific mechanics of scaling a commercial lending business — the systems, the org structure, the metrics — were outside what he’d built himself to do. There was no reliable way to track and measure what was working, no dedicated team to run day-to-day operations, and no built-in accountability to keep the business moving toward its goals. Dave had worked with a business coach before, but never with a full-fledged consultant who could actually help build that infrastructure. He knew John Waters and respected his work ethic, character, and integrity — a fitting match for a company built on the same value. Building the Machine Behind the Business Waters Business Consulting Group started by taking an honest look at Integrity Capital’s past financial performance, then used that baseline to build a financial forecast model Dave could actually plan around. From there, the team developed a Strategic Growth Plan and helped Dave prioritize his day-to-day activities so they aligned directly with that plan, rather than pulling in a dozen different directions. An organizational chart gave the business clear operational responsibilities for the first time, paired with key performance metrics tracked every single week. To keep momentum and accountability in place, Dave and John met for weekly 90-minute sessions — a cadence that kept Integrity Capital’s growth plan from becoming another good idea that quietly faded. Quadrupling Revenue, One System at a Time The infrastructure work paid off directly in the numbers. Over more than two years of partnership, Waters Business Consulting Group helped Integrity Capital roughly quadruple its top-line revenue — growing from $223,000 and trending toward $650,000. Behind that growth was a full work-flow map of the entire client life cycle, which gave Integrity Capital transparent processes, procedures, and key performance indicators for the first time. Just as important, Dave finally had clarity and accuracy on the health of his pipeline, which meant more predictable, more objective decisions instead of gut calls. With key talent added to the organization alongside those new processes, Dave was able to start stepping back from the daily grind of running the business and redirect his time toward bigger, more strategic opportunities — the work only he could do. Want This Kind of Accountability in Your Business? Dave’s story is a common one: talented owners who know they want more, but not exactly how to systematize their way there. A free consultation is the place to find out what that next step looks like for your business. Contact Waters Business Consulting Group to schedule your free consultation.

Mario Cimmino grew up in Torre del Greco, a small town in Southern Italy, where some of his fondest childhood memories involved eating unpasteurized, pure-cream gelato with his family. Years later, as a successful business owner in Scottsdale, Arizona, he decided to bring that authentic taste to the U.S. — but launching a food and beverage brand from a standing start meant navigating everything from licensing to marketing to sourcing ingredients an ocean away. “I really appreciate John’s help,” said Mario Cimmino, Owner of Gelato Cimmino. “I don’t think I would have made it without his help.” Big Vision, Untested Ground Mario already owned the commercial property for his shop and had succeeded in other ventures, but opening a specialty food business was new territory. He needed a business structure and a set of growth steps built from scratch, along with a marketing plan strong enough to generate real buzz for an unproven concept. Beyond that, there were the less glamorous but essential pieces: understanding the licenses and registrations required to operate, and figuring out how to stand out in a market with existing gelato and dessert competitors nearby. Engineering a Grand Opening Waters Business Consulting Group started with the numbers, building a business model that showed Mario exactly what revenue he’d need to drive based on his cost structure — critical information before a single scoop was sold. From there, the team provided guidance and support so Mario could import raw gelato ingredients directly from Italy, preserving the authentic recipe and quality he grew up with. On the marketing side, the goal was ambitious: a grand opening with more than 1,000 people in attendance. The team built a comprehensive marketing plan using social media, PR outreach, and brand-building strategies designed to create a following before the doors even opened. That included orchestrating an event specifically for food critics and local publications, giving them a reason to write about Gelato Cimmino on their own channels ahead of the launch. A financial model mapped out the upfront capital investment needed for equipment, staffing, and the buildout itself, while a hiring strategy and clear position descriptions ensured Mario brought on quality staff from day one. The team also assisted with developing the business’s website to support the launch. A Line Down the Sidewalk The strategy worked, and then some. Opening day drew a line down the sidewalk of almost 2,000 people — nearly double the original goal. The PR outreach paid off too, with multiple media outlets covering the event and amplifying the buzz well beyond Scottsdale. Several years later, Mario has kept the momentum going and is now working toward franchising Gelato Cimmino across Arizona and the broader Southwest. Ready to Launch or Scale Your Concept? Whether you’re opening your first location or planning your next one, having a real plan behind the excitement makes all the difference. Reach out for a free consultation to talk through what that plan could look like for your business. Contact Waters Business Consulting Group to schedule your free consultation.