Engaged by an Alberta CNC machining shop to determine an alternative customer base beyond its primary B2B oil-and-gas one. The plant ran. The capacity was real. The customer base was concentrated in one cyclical sector, and every downturn in oil and gas was a threat to the entire business.

Used the same system to research, engage, and assess the right secondary buyers to diversify revenues. Identified an underused asset: architectural hardware already in production with untapped B2C and B2B potential. Defined four diversification channels (B2C e-commerce, custom home builders, hardware distribution, niche B2B) and matched each product line to its right channel by margin profile. Launched B2C e-commerce, expanded into custom homes and hardware distribution, opened drilling screws and outdoor light poles into niche B2B verticals.