Who We Help

We work with B2B companies where the sale is complex: services, analytics, enterprise technology, and the consultative end of software.

There are two situations where we are particularly good at solving revenue and growth problems.

Sales leaders where effort is high but predictability is late

Your morning probably starts with a pipeline report. You scan it, ask ops for a couple of numbers, and try to build a picture of where the quarter is heading. You already know the forecast is not reliable, but you cannot say that out loud, so you work around it.

You are a player-coach, so you are carrying your own deals too. You switch between your pipeline and your team’s, between your own calls and theirs, between moving things forward and trying to work out why things are not moving at all.

You know who your heroes are. You are counting on them. You also know that is a significant dependency.

The rest of the day is a rotation of review calls, individual interventions, and reporting upward to someone who wants clarity you do not fully have. You are weighing whether someone needs a PIP, whether to hire, whether coaching will help, whether a new tool might fix something, whether marketing can send better leads, whether enablement is doing anything useful. All good questions. You have just been asking most of them for a while now.

Your constraint is rarely effort, ideas, or talent. It is that the operating layer beneath the team, how deals are evaluated, how judgement gets applied, how decisions move across people and stages, was never explicitly designed. It worked when one person could hold it in their head. It stopped working when the team grew.

How we work with you

We start with the data: what it is actually telling you, versus what you think it is telling you. Then we look at what the team is measured on, and what behaviour those measures actually drive. That combination usually shows us where the system is breaking before we have spoken to a single rep. Only then do we talk about what changes. The person who diagnoses is the person who fixes.

Is this the right conversation?

This is a fit if you have a sales team of at least 5 reps, real closed revenue, and outcomes that vary more than effort does. It is not a fit if you are still finding where demand exists, or if you want improvement without touching how decisions, handoffs, or priorities actually work.

Founders building the first sales engine

This is when the responsibility of growth still rests fully through you.

Demand exists. Conversations are happening. Revenue still feels uncertain, because you are the system. You interpret which demand is real, shape the narrative, bridge marketing and sales, and cover for missing process or tooling. As long as that lives in your head, growth stays founder-dependent. Adding people or tools helps briefly, but the underlying issue is structural.

Here the work usually follows a build, operate, transfer arc. We design the revenue engine, stay close while the team uses it on live deals, then step back as ownership moves fully in-house. The goal is predictable growth that no longer needs you in the room.

Is this the right conversation?

This fits if you are generating demand but outcomes are uneven, or preparing to scale sales beyond yourself. It does not fit if you are still validating the market, or want outsourced execution rather than a system.