How growth stops depending on you
Three engagements. Each one finishes and leaves you with something that works on its own, and no step assumes you buy the one after it.
Four parts, in plain language
Every engagement looks at the same four things. Which one is doing the damage is different in every company, and it is almost never the one the owner expects.
Who you sell to
Not a persona document. A definition specific enough to disqualify someone on a first call.
Why they choose you
What you actually compete against, which is frequently doing nothing.
Where the work comes from
Every closed deal traced back to where it really began. The answer tends to surprise people.
What happens after the first conversation
The quiet part that decides whether a good conversation turns into a signed deal.
Start where the question actually is
Most engagements start at the Diagnostic. It is a complete piece of work whether or not anything follows it, and it is priced so that finding out is not a leap of faith.
Sales Engine Diagnostic
Where revenue has really come from over the last twelve months, how much of it moved because you moved it, and which of the four parts above is holding the rest back. You finish with a thirty day plan you can run without me.
Sales Engine Blueprint
The buyer, the positioning, one channel and a twelve month plan your team can run. You pick the direction with me in the room partway through, rather than hearing a recommendation for the first time at a readout.
Sales Engine Build
We build it together, inside your company. I run the build, design the plays, sit in the calls that matter and work the pipeline alongside your team until the motion holds without me. Your people end up owning it because they helped build it.
Scope, working schedule and what each step produces come with the proposal, once we have established which one you actually need.
Which step you are in
Nearly everyone starts at the first one, and that is usually right. These are the sentences owners say on a fit call that put them somewhere else.
Growth flattened, or it is holding but only because you are still carrying it. You have theories and no evidence, and every theory points somewhere different.
Start at the DiagnosticYou can name the constraint and you are clear on the buyer. What is missing is the sequence, and the reasoning behind why that sequence and not another one.
Start at the BlueprintThe strategy is settled and the work stalls in the doing, every quarter, because everyone who could build it already has a job.
Start at the Build
How the work runs
Three things that hold across every step, and that shape what to expect from the first week onward.
You are in the room when the direction gets picked
Choices get made with you partway through, not revealed at a readout. By the time something is written down you have already argued with it, which is the only reliable way it survives contact with your business.
Success is defined before the work starts
Your sales cycle is longer than the engagement, so pipeline moves well before revenue does. We agree at the outset what we are measuring and where you are starting from, so whether it worked has an answer rather than an opinion.
Everything is built to run without me
Plenty of companies do the Diagnostic, run the plan themselves and are done. That is a good outcome. The work is written for the person who has to execute it on a Tuesday, not for the person who commissioned it.
Not sure which step you are in?
That is what the fit call is for. Twenty minutes, no pitch, and we work out together whether there is a real problem here and which step actually fits it. If you would rather start on your own, the scorecard takes about three minutes.