Phase Three Consulting · Buena Vista, Colorado
Practical advisory for owner-operators.
Brian England helps small business owners simplify operations, develop as leaders, and build lives that are as strong as their businesses.
17 years
operator to CEO
3K to 15K
barrels scaled
2018
completed full buyout
2025
restaurant sold to managers
What Phase Three means
Phase Three is the move from building the business to building the person who leads it.
Phase One is getting the doors open. Phase Two is proving the business can grow. Phase Three is different: the owner becomes the constraint, the leverage, and the next operating system.
For Brian, it means taking everything he learned as an operator, founder, CEO, buyer, seller, and rebuilding human, and using it to help other owner-operators build businesses that do not cost them the life they are building for.
Phase 01
Start
The business becomes real: plan, capital, first hires, first systems.
Phase 02
Scale
The work becomes leadership: rhythm, accountability, team, operating clarity.
Phase 03
Integrate
The business has been built. Now the owner has to become whole enough to lead what comes next.
The six-pillar lens
The business is only one part of the system.
Most owners keep pushing on the company while their health, relationships, money, energy, and purpose quietly drift. Phase Three looks at the whole operating system, then turns it into a practical rhythm.
Whole System Map
Six pillars, one operator, no part ignored.
The
Operator
01 · Business
02 · Health
03 · Nutrition
04 · Financial
05 · Emotional
06 · Purpose
The point isn’t to grade six independent areas of your life. It’s to see how one pillar pulling out of alignment shows up in the others. The operator at the center is the connecting tissue: every decision moves through them first.
- 01
Business
Priorities, operating rhythm, leadership, systems, and accountability.
- 02
Health & Fitness
The physical capacity to carry the work without being consumed by it.
- 03
Nutrition
Simple fueling habits that support energy, clarity, and consistency.
- 04
Financial
Owner compensation, wealth, clean decisions, and transition planning.
- 05
Emotional
Resilience, relationships, stress, and the conversations you avoid.
- 06
Purpose
What the business is actually supposed to make possible.
The work, pillar by pillar
Click to expand
Whole Leader transformation
This is the work under the work.
The tracks shape the engagement. The transformation is the point: a clearer owner, a stronger body, a steadier mind, cleaner money decisions, and a business that supports the life it was supposed to create.
Capacity
More energy, better recovery, and a body that can sustain the role.
Clarity
Cleaner priorities, fewer half-decisions, and a better weekly rhythm.
Control
A business that depends less on heroic effort and more on systems.
Purpose
A company pointed at the life, family, wealth, and legacy it should support.
How the work gets shaped
Three tracks. One underlying goal.
The track is the container. The lens stays the same: build the leader in a way the business can feel.
The endgame
Exit is not failure. It is the graduation.
Exit is not a separate offering bolted onto the end. It is the natural conclusion of building a business that can outlive your daily involvement.
The work builds transferable value, leadership depth, clean numbers, and a life the owner can actually step into when the time comes.
Business readiness
Can the company run and grow without you? Buyers or successors acquire transferable value: clean records, documented systems, and a leadership team that operates independently.
Financial readiness
Will the proceeds fund the life you want? Have you built wealth outside the company? Is your personal financial house in order before the deal gets emotional?
Personal readiness
Do you know who you are without the business? Purpose, health, relationships, and identity decide whether exit feels like graduation or collapse.
Proof, not the pitch
Brian has lived both sides of this.
He started as a dishwasher, built formal operating systems, co-founded Eddyline Brewing, scaled the company, completed a buyout, and sold the restaurant to two of his own managers.
That operating experience matters. So does the personal rebuild that taught him the business cannot be the only thing getting trained.
17 years
operating, building, and leading
3K to 15K
barrels scaled at Eddyline
2018
completed full company buyout
2025
sold restaurant to its managers
The personal rebuild is part of the credibility, not a separate story.
The mark
Three steps. One direction. Phase Three is the third one, and the one most operators never get to.
First step
If you are looking for change, start with a real conversation.
Send a few sentences about where you are. Brian will read it himself and tell you whether the first call makes sense.