InGear "business of the business" services have been applied across a wide range of core
business elements that are ubiquitous to the healthy development, growth and sustainability
of a company's core competency, regardless of business sector application". Aside from
commercial venues, InGear services have been applied to non-profit and disdvantaged
business enterprises to include Service-Disabled Veteran-Owned Small Business (SDVOSB),
HUBZone, SBA 8(a), and Alaska Native Corporations (ANC).

InGear also provides pro bono mentoring to promising entrepreneurs who request
assistance in thinking though a business concept or organizing a profit or non-profit
venture. Age has never proven to be a factor even though the majority of the InGear
collaborators are well seasoned. InGear clients range from 20 to 65; the present average
client age being approximately 29 and extremely tech-savvy.

.Client location and core competency are displayed below by state. Following that, we have
included a few brief InGear client cases that display our passion for interesting
engagements.
  • Fitness & Health
  • Construction
  • Electrical Contracting
  • Environmental Services
  • Mining
  • Fitness & Health
  • Music
  • Catering
  • Real Estate Development
  • Agriculture
  • Wine Making and Sales
  • Clothing Design & Manaufacture
  • Specialty Brand Water Products
  • Transportation
  • Environmental Remediation
  • Construction
  • Food Processing
  • ID Theft Protection Services
  • Tobacco Products
  • Facility and Digital Security
  • Wine Making School
  • A California entrepreneur had put his Intellectual Property (IP) management in the hands of a
    New York attorney years before he decided to do something with it. He then formed a startup
    everything was in order to proceed. The founder, however, never performed any due diligence
    of his own, relying on his attorney's opinion. InGear was engaged. Upon further prompting of
    the founder to do additional due diligence, we found out that the attorney's "green light" to
    proceed turned out to be incorrect. As the founder came to find out, others held certain rights
    for the IP that were superior to his own ...

  • A new franchise opportunity was met with vigor. Their growth quickly expanded to 22 states.
    Their business plan was solid. Then, their cash flow started to falter which, in turn, caused
    diminished servicing of their franchisees. InGear was engaged. In their optimism and haste for
    growth, they had set the financial requirement for their franchisees too low. Many had
    insufficient staying power when the downturn hit and could not make it through ...

  • A company having operations across the US came to the conclusion that a key subsidiary was
    having financial problems. The parent insisted that it act as banker for the subsidiary. That
    relationship prompted the parent to have unusually demanding communications with the
    subsidiary, constantly questioning its use of funds. Subsidiary management claimed that the
    micro-management was stifling its ability to perform, having to always seek permission from
    the parent to spend funds. An impasse was at hand. Out of pure frustration, the parent all but
    ceased communications with  subsidiary management with the intent to shut it down. InGear
    was engaged for a turnaround ...

  • A company relying on its foreign operations for the raw materials to construct its product
    vested the management of its foreign assets to local managers in that country. The company
    started to find their cash requirements rising sharply while their return on investment sharply
    decreased. The company quickly reacted but found it difficult to recover. They had never
    thought to consider their rights for misappropriation of funds under that countries legal
    system. The company decided to sell its operations rather than load up on additional debt.
    InGear was engaged ...

  • A company was in the process of being acquired. The acquisition team was working on the
    valuation component of the deal when the owner of the company to be acquired half jokingly
    asked for a corner office since the deal required him to continue for a period of time. His
    request was quickly met with an off-the-cuff smart ass reply from the top executive of the
    acquirer who just happened to be passing by the conference room and was not a part of the
    acquisition team. That deal fell through. The wary owner was now even more dedicated to sell.
    InGear was engaged ...

  • A company thought they had a great business underway. Their contract win ratio was insanely
    good. In fact, they consistently beat their competitors in their market niche. They thought
    they had the "right stuff" to expand. They knew their clients very well, having done business
    with some of them for over five years. Then it came time to value their company for an
    acquisition. InGear was engaged ...

We understand that a client may have concern that an InGear professional could be exposed to
client sensitive information. InGear Corporation provides the highest degree of confidentiality,
security, and discretion concerning a client's trade secrets, pricing structure and any other form
of sensitive information. As such, InGear provides the client with an actionable NDA at the outset