The Path

You Can Stop At Any Point.

Six steps, from a two-day drill to a baseline you can measure against. Every one is a separate agreement with its own fee.

Nothing is bundled. Nothing is assumed to follow. Most people stop after the readout, and that is a good outcome.

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What The Steps Are For

1 & 2 — find out what is actually wrong, and what it costs
3 — sit down and go through it together
4 — fix the process that caused it
5 & 6 — clean up, then prove whether anything moved

The first three are diagnosis, and the third is where most engagements end. The last three only happen if you want them.

1The drill$5,000 · two to three days

What happens

Your team gets one real question about your own revenue and a deadline. I stay out of it entirely — the sponsor asks, not me.

What you get

How long it took. How many people it pulled in. Where the number actually came from. And whether two of them agreed.

You can stop here if

It comes back in a day, from one source, and everyone agrees. Your foundation is solid. Whatever is wrong is not your data, and I will tell you to go look elsewhere.

2The diagnostic$18,000 – $28,000 · four to six weeks

What happens

The CRM audit first — 74 scored checks on HubSpot, 92 on Salesforce. Then the money that never touches the CRM: software nobody opens, margin given away at the close, revenue earned and never invoiced, renewal commission, churn, rep attrition, expansion nobody asked for. Then retention measured properly — logo, gross and net renewal separately, because expansion hides churn.

What you get

Findings sorted by tier, a scorecard against best-in-class, a full ledger of every check with its actual result, a thirty-day plan, a priority list ranked by payback, and a named owner against every item.

You can stop here if

It comes back clean. That happens, and it is a real result — the ledger shows every check you passed, which is worth having in writing.

3The readoutIncluded in step two · ninety minutes, live

What happens

Not a PDF over email. Ninety minutes with the people who can actually act on it, going through the findings in order. You push back. Anything that does not survive the room comes out of the report, and I will say so in the report.

What you get

The final version, with the arguments settled and an owner against every line. Plus a straight answer on which items your own team can close this month without me.

You can stop here if

You want to — and most people do. That is the point. The report is the deliverable, not a sales document, and it is written so someone else can run it.

4The fixSeparate agreement, scoped from the findings

What happens

Rebuild the pipeline so it moves itself. Every stage defined by something the prospect does, with a trigger the system can actually see, and a rule for what happens when they go quiet. Then remove the friction the audit turned up.

What you get

A sales process that produces a forecast worth reading — running on the CRM you already pay for.

You can stop here if

You would rather do it yourselves. The roadmap works without me, and plenty of teams run it fine.

5Clean up and set the baselineUsually a quarter of ordinary operating

What happens

Clean what is there. Then let the new process run for a while before measuring anything.

What you get

A baseline that means something — taken after the cleanup, not before.

You can stop here if

You have what you need. The baseline is yours and anyone can re-run it.

6Measure what movedOptional, and only if you want it

What happens

The same measures, taken again. Conversion rate. Deals created per rep. Cycle length. Gross and net retention.

What you get

Proof that something changed — or proof that it didn't, which is worth knowing too.

Or keep going

A standing quarterly read, on a separate agreement. Or hand the instrument to your own ops team and run it yourselves — that is a perfectly good ending.

What The Report Actually Looks Like

Every Finding Answers Four Questions.

Nothing arrives as a dollar figure with nothing attached to it. Each item gets filed four ways before it reaches you.

OneHow sure are we? Tier 1 is verifiable — hard math from your own data, and your CFO can check it. Tier 2 is a stated range with the assumptions written down. Tier 3 is risk: scored, but not priced, because pricing it would be a guess.
TwoWhat does it actually cost? Some of it is money leaving the building. Some of it is hours — friction that eats selling time. And some of it is people: reps who leave, or a team that has quietly stopped believing the number.
ThreeWhy is it happening? The tool is misconfigured. The tool is fine and nobody uses it that way. The process was never defined. Or it was defined and nobody enforces it. Four different causes, four different fixes, and mixing them up is why the last effort failed.
FourWho owns the fix? Every item carries a named role — RevOps, sales manager, ops director, IT. An item with no owner does not get fixed. I would rather argue about the owner in the readout than hand you a blank column.

Then it rolls up into one view: where the dollars are concentrated, what has to be fixed first, and who is holding each piece. Not one grand total — findings overlap, and adding them all together would inflate the number. Where two findings share a root cause, they get counted once.

An Honest Limit

Some Of The Loss Is Not Visible Yet.

This is worth saying before you spend a dollar, because most people find it out the expensive way.

What we can see now Everything your current data can prove. It is real, it is countable, and I will show you the arithmetic on all of it. It is also almost always smaller than the truth. The first number
What only shows up later You cannot count what was never recorded. Deals that died with no reason captured. Renewals nobody worked because no one owned them. A stage that did not exist recorded nothing about itself. Once the process is in place and the data is clean, the second number appears. The second number

The distance between the two is the honest measure of what the fix was worth. I will tell you upfront which findings are countable today and which are a reasonable estimate until the foundation is in — and I would be suspicious of anyone who claims the first number is the whole number.

Why The Order Matters

You Cannot Measure Improvement On Bad Data.

This is the reason step five exists, and the reason it comes where it does.

A baseline taken too early measures the mess If the pipeline is full of deals that will never close and stages that advance on a rep's opinion, a baseline built on it is a record of the problem — not a starting line.
So the order is fix, clean, wait, then measure Rebuild the process. Clear out what was never real. Let it run for a quarter of ordinary operating. Then take the number.
And the things worth measuring are simple Conversion rate. Deals created per rep, because friction removed is time returned. Cycle length. Gross and net retention, measured separately.

One Thing Worth Knowing Early

Discounting Costs More Than People Think.

On a typical set of margins, the arithmetic is unkind and almost nobody has run it.

A 1% price increase Can move operating profit by around ten percent, with no extra volume and nothing new sold. The cheapest lever there is
A 5% discount Can give away half of operating profit on that deal. A 10% discount can erase it entirely. Approved one deal at a time, never added up

Your own numbers decide the real figures, and I will show you the arithmetic rather than quote you a statistic. But this is usually the first place a room goes quiet.

Start At Step One?

Twenty minutes to work out whether any of this applies to you. If it doesn't, I'll say so.

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