Our Promise

As a business advisory, we make three core promises to our clients: To keep things simple. To make our recommendations actionable. And to make our value quantifiable.

Business is simple. But a lot of people try to look smart by making it complicated. Any fool can make things complicated. It’s hard to keep things simple. We strive for simplicity.

Business strategies that exceed the capabilities of the business serve no one. Our advice must be actionable. Anything else is a waste of everyone’s resources.

We operate in a world of data analysis. Our final promise to our clients is to always keep our work financially quantifiable. If we can't justify the value we bring to you and your organization, we shouldn't be working for you.

Our People

Dream Sherpa Labs employs analysts and developers from all over the world. The company is headed by its CEO, Lee Clements.

For over 25 years Lee has been an active real estate investor, developer, and home improvement contractor. He founded HandymanOnDemand.com in 2002 and served as Chairman of Handyman on Demand Holdings. He is currently CEO of Dream Sherpa Labs, LLC, a business development advisory for SMB home improvement companies in the U.S.

During his 45 year career. Lee has built several successful companies. (and like all entrepreneurs, he’s had a couple of duds along the way too.) He’s an accomplished executive leader and performance-driven professional. He has a conservative cost-conscious, risk-averse approach to managing operations, with an entrepreneurial drive for profit and market opportunity.  A dynamic team builder with proven abilities to develop solid relationships with front-line employees, managers, clients, customers, and shareholders.

Lee has generated long-term successes in managing small to mid-sized businesses built on an unwavering belief in sound business analytics and a five-year foundation as a corporate finance analyst with a Fortune 500 company. His industry affiliations include franchising, construction, financial services, real estate development, specialty retail, telecommunications, automotive, and aerospace.

Lee A. Clements, CEO

Dream Sherpa Labs, LLC

Our Process

The illustration of a 3-legged stool is helpful to describing our business process. A 3-legged stool cannot stand balanced and upright if any one leg is weak or missing. Each leg has an important role in keeping the stool balanced and upright.

We use this simple illustration to represent our clients' business and how we approach each assignment. The first leg represents customers; the second leg represents operational capacity; and the third leg represents cash. All 3 legs are reinforced with systems and data analysis. If any one leg is weak. the stool (the business) is at risk of toppling over.

The Customer Leg

As we mentioned before, the purpose of a business is to acquire a customer. Our first step is to identify your target customer and understand what they are thinking. We look at demographics, psychographics, market awareness, market sophistication, segmentation, consumer sentiment, and polarity scoring, We then conduct an in-depth 5-part Competitive Force Analysis. This analysis scores each competitor based on five criteria: search rankings, domain strength, advertising activity, social presence, and reputation. In some cases we will 'secret shop' competitors to get a better understanding of their strengths and weaknesses. The research data collected is foundational to our value proposition analysis. This analysis answers the question: "If I'm Your Ideal Customer, Why Should I Buy From You Instead of Your Competitors?". Finally, we conduct a website teardown which identifies how the customer-facing messaging is misaligned with our understanding of the customer. Here we look at the user interface (UI) such as color theme, imaging, mobile responsiveness, and user experience (UX), site speed, and copywriting.

The Capacity Leg

Your organizations ability to deliver a quality product or service to your customers is measured  by capacity. Factors such as market size, warehouse space, manpower, education, training, trade skills, labor rates, distance, quality, defects, and safety all contribute to an organizations operational capacity. Consumer demand is meaningless if you don't have the capacity to fill the orders.

The Cash Leg

When we understand your customer and your capacity we can begin analyzing how cash factors into the equation. We analyze pricing models, sales revenue, direct and indirect costs, overhead, cash flow, EBITDA rates, advertising spend and lead flow, sales conversion rates, and customer acquisition costs.

Systems and Analytics

If it's worth doing it's worth measuring.  We use qualitative and quantitative data analysis to help our clients understand the critical and essential key performance indicators (KPI) for their business. The metrics between customers, cash, and capacity are always changing. Mid-course corrections are necessary to stay on plan. We keep the KPI's simple. Because we know if it gets too complicated to compile the data you'll get overwhelmed and stop tracking your performance.