Allen Frantsen: Business Consultant, Strategy Expert

A business consultant helps organizations improve efficiency, solve problems, and achieve their goals. That’s been the through-line of my career: enabling companies to streamline operations, align strategy with execution, and make decisions based on data rather than assumptions.

I’ve worked across a wide range of industries, from Fortune 500 leadership environments to manufacturing, technology, and professional services, building systems and models that help teams operate smarter and faster. Whether it’s redesigning a workflow, developing performance metrics, or running market research and statistical analysis, my focus is always on making complex processes simple, measurable, and scalable.

My foundation as a CPA gave me the analytical rigor to design reliable financial systems, but over time, I expanded into technology and strategy. I’ve built custom applications, led data integrations, and launched SurveyKing, a platform that reflects my philosophy: structure data well, and decision-making becomes exponentially easier.

Each consulting engagement starts with understanding how information flows through a business, where it slows down, where it breaks, and where processes can be streamlined or clarified. From there, I design systems that bring clarity to operations, helping leadership teams measure what matters and eliminate friction across departments.

The result is always the same: more substantial alignment between strategy and execution, and an organization that runs with greater speed, transparency, and confidence.

Business consulting and process-strategy are $100 per hour, with no project minimums or hidden fees. Whether the engagement involves streamlining workflows, building custom software, or developing full business process frameworks, you pay only for the time and expertise actually used.

For larger initiatives, I lead fractional consulting engagements, longer-term partnerships that provide executive-level strategy without the cost of a full-time hire. These projects often combine analytics, financial modeling, and system design to align operations with measurable business outcomes. Fractional retainers typically start at $5,000 per month, with next-day, on-site consulting available in select regions for $950 per session.

Whether the project involves optimizing a manufacturing process, implementing data systems for a Fortune 500 division, or guiding a technology startup through early-stage strategy, each engagement follows the same principles: clarity, transparency, and tangible results.

I regularly travel for on-site strategy sessions and system implementations. Recent and past engagements include:

• Detroit, MI
• Akron, OH
• Cleveland, OH
• Ann Arbor, MI
• Dayton, OH
• Fort Wayne, IN
• Columbus, OH
• Grand Rapids, MI
• Erie, PA
• Windsor, ON

My team and I also work with businesses across the U.S. and can travel for next-day on-site engagements as needed.

Effective business strategy is about more than planning, it’s about aligning people, products, and performance. My work in strategy consulting focuses on using data and research to uncover how these elements interact, then building frameworks that translate insight into measurable results.

I lead projects that combine market research, pricing analysis, and product strategy to help organizations understand where value is derived and how to position themselves competitively. This includes analyzing market potential, customer preferences, and cost structures, often blending internal sales data with external research to inform more intelligent business decisions.

Beyond markets, I also focus on the human side of strategy. I’ve built and optimized large-scale labor models and workforce management systems that link staffing, employee satisfaction, and productivity to revenue outcomes. These models help companies identify the right balance between efficiency and engagement, ensuring growth doesn’t come at the expense of burnout or turnover.

The result is a strategy process grounded in evidence, not theory. Each engagement connects research, workforce dynamics, and financial performance into a cohesive framework for organizational excellence, helping leadership teams plan confidently, operate efficiently, and grow sustainably.

Effective process improvement starts with understanding the people behind the systems. I begin every engagement by interviewing employees and leadership, mapping how work actually gets done, and identifying where friction slows execution. These conversations often reveal how disconnected goals, reporting structures, and tools can be, and how much efficiency can be unlocked simply by aligning them.

Once the current process is mapped, I focus on execution and system design. This might involve creating React dashboards, automating manual reporting steps, or rebuilding logic in a more scalable database framework. Many projects include setting up reporting servers and data pipelines that pull directly from accounting or ERP systems, NetSuite (via ODBC or API), SAP connectors, and other platforms, to deliver live financial and operational data to decision makers.

The result is a workflow that feels natural, yet runs on solid architecture. By connecting front-line feedback with modern technology, each engagement replaces outdated, fragmented processes with reliable, data-driven systems that empower teams to focus on what matters most, reaching their goals efficiently and confidently.

Sales forecasting goes beyond projecting revenue; it includes the underlying assumptions that drive it. My approach to sales forecasting combines financial modeling, scenario planning, and advanced statistical analysis to help leadership teams see the whole picture before making key decisions.

Excel-based forecasting models are designed to stay intuitive while maintaining financial accuracy. They give decision-makers the ability to test scenarios in real time, adjusting churn, customer acquisition cost, CAPEX, debt schedules, or margin assumptions to understand the impact of each factor on near-term and long-term results.

For larger organizations, I develop more advanced forecasting frameworks that connect to accounting and operational data sources. This can include automated data pulls from ERP systems, dynamic updates through APIs, and pricing optimization tools that simulate multiple outcomes across customer segments. This is usually a central focus for our fractional CFO engagements, which we provide for clients.

Beyond traditional forecasting, I also conduct pricing and elasticity studies, using statistical methods to test how small changes in price, volume, or geography affect projected outcomes. This often overlaps with location-based analysis, where sales potential is modeled based on demographic factors, competition, and proximity to existing locations, laying the foundation for more advanced location intelligence initiatives.

The result is a forecasting system that’s both strategic and practical: flexible enough for scenario testing, but robust enough to guide high-stakes decisions about growth, investment, and resource allocation.

Location intelligence software transforms raw geographic data into strategic insight. As the founder leading this segment at SurveyKing, I help businesses plan new locations, analyze performance across markets, and uncover where their next opportunities exist.

Projects often begin by identifying customer segments that mirror existing success, mapping where similar audiences live, work, and spend. By combining survey data, customer satisfaction studies, and transaction metrics with demographic and psychographic datasets, organizations can see not only where their strongest customers are, but why those locations perform best.

As a consultant, I work hands-on with leading location intelligence and business analytics platforms, building custom statistical models inside these systems to strengthen sales forecasts, pricing strategies, and site selection analyses. This includes integrating data from Experian, AGS, and Census ACS, alongside internal CRM or point-of-sale systems, to create a unified geographic view of performance.

Beyond demographics, I incorporate traffic flow analysis, competitor proximity, and local economic indicators to refine decision-making. For multi-unit operators and franchise groups, this means more innovative expansion strategies, more substantial ROI per site, and better alignment between sales forecasts and real-world demand.

The end goal is simple: connect data about customers, markets, and performance into a geographic strategy that drives smarter growth.