Growth that doesn't start with adding more.

Why It's Still There

Some Loss Is Part Of Doing Business. Who Decided How Much?

Nobody set that number. It accumulated one decision at a time — and every one of those decisions was reasonable on the day it was made.

01It never hurts enough A slow bleed spread across months and departments never forces a decision.

02The fix looks too big Patching takes an afternoon. Fixing takes a quarter and a budget. So it gets patched again.

03Nobody owns it It is in no one's job description to go looking. And the cause usually leads back to a decision someone already defended.

This is not carelessness. It is what happens to any loss small enough to live with.

Spend enough time inside a system and you stop seeing what you have learned to work around. That is not a failure of attention — it is how attention works. It is also why this is difficult to see from the inside and straightforward to see from the outside.

A Different Answer

Looking For A Different Answer To Growth?

More leads. More headcount. More tools. Every one of them is a bill before it is a return.

I work the other direction — at the revenue already inside the business. It shows up in four ways.

01DirectCash leaving, or never collected.

02TimeSelling hours spent on everything else.

03OpportunityDeals not worked. Expansion never asked for.

04CulturalIdeas that never reached a decision.

Nothing gets installed. No platform, no license, no training program, no new headcount.

How It Works

1Trust 2Analyze 3Grow

In that order, because each one depends on the last.

1Make the numbers reliableAnalysis built on data you can't trust is a faster way to be wrong.

2Now the reporting means somethingWhere the money goes, how much it is, and why it happens.

3Fix causes, not symptomsA ranked list with a name against every item.

See the full method →

What You Actually Get

Every Finding Is Named, Costed And Diagnosed.

Not a list of concerns. Each one says what it is, what it costs, how sure I am, and who can fix it.

One finding, as it appears in the report

Commission paid on renewals that required no selling

Cost: $148,000 a year, and it repeats until it's changed

Evidence: Verifiable — from your comp plan and your renewal list

Diagnosis: Leadership gap

Fixed by: A change to the comp plan. No tool involved.

Illustrative. Your findings come from your own records.

That last line is the one nobody else gives you. Every finding gets a diagnosis, because what kind of problem it is decides who can fix it — and whether buying anything would help.

Tool misconfiguredThe system can do this. It was set up wrong, or never set up.A configuration change

Tool misusedSet up correctly. People aren't using it that way.Enablement and habit

Process gapNo defined way of working, so it varies by person.Process design and an owner

Leadership gapThe process exists and isn't being held to.A management decision — not a purchase

A HubSpot partner and a Salesforce integrator both earn when the answer is “buy more tool.” I don't sell tools, so I can tell you when the answer isn't one.

The Book · Publishing This Year

Silent Revenue Killers

The Everyday Losses Draining Your Profit

Thirteen patterns that quietly drain revenue from healthy companies — each one costed, each one with a fix. The book is where this method came from.

Read About The Book

Silent Revenue Killers by Jeff Randall — book cover

"There will probably be moments where parts of it feel familiar in an uncomfortable way. I think that is part of what makes it useful."

Allen Padilla · CEO, The CSU Foundation · from the foreword

Fair Questions

The Ones You'd Ask Anyway.

How much will you find?

I don't know until I look. What I can tell you is the shape of it — a smaller number I can prove from your own records, a larger one I can estimate with the method shown, and some risks I'll name but won't put a price on. If the total ever comes to more than about a tenth of your revenue, I go back and check my own math before I show you anything.

What if you don't find much?

Then I'll say so. That's a real answer, and an answer is what you're paying for.

How long does it take?

Four to six weeks in most cases. The analysis is the predictable part — the timing mostly depends on how quickly I can get access and documents.

What do you need from us?

Read-only access to your CRM, a handful of documents that mostly live in finance, and thirty to forty-five minutes each with a few people.

Will I have to buy software afterward?

No. Nothing gets installed, and there's nothing to buy from me afterward. The work is on what you already own.

Will anyone get in trouble?

No. Nothing I write down carries a name, and I don't make recommendations about people. I show you patterns; the decisions are yours.

Who have you done this for?

Nobody yet under this practice — I'm building it now, and I'd rather say that than dress it up. The first engagements are priced accordingly.

Start Here

How Can I Help?

A short conversation, no charge and no obligation. If I'm not the right person, I'll say so.

Or email me directly —
[email protected]

Who I Am

Twenty Years On Every Side Of The Revenue Question.

I built a company's first sales performance reporting, carried a number myself, led an inside sales team, then ran the analytics function that told a combined company whether any of its numbers were real.

Certiport · TestOut · CompTIA · co-founder of MetrixGrove

The Same Thing Kept Happening.

Someone would ask a straightforward question — which events produce pipeline, why is that region down, what are we genuinely renewing. It took days, and the answer was soft.

Nobody was hiding it. There was simply no one whose job it was to go looking.

I also speak to leadership teams and boards.