24/06/2026
When Baltic Sport Group came to us, one of the businesses inside their sports complex — a barbershop — was running with negative EBITDA.
There were customers.
There was revenue.
But there was no profit.
After looking at the numbers, the reason became obvious.
Barbers were getting paid whether the chairs were full or empty. Salaries and bonuses were not linked closely enough to performance.
As an outsourced CFO, we redesigned the compensation system:
→ increased the variable part of pay
→ linked bonuses to the number of clients served
→ stopped rewarding idle time
→ focused on profit per working hour
The result?
Margins improved almost immediately.
The business stopped losing money on empty chairs, and the interests of the team and the business finally became aligned.
