Enterprise Revenue Advisory · B2B
Missing the number is a symptom. The cause is usually a step away from where everyone is looking — and the plan you've already written is aimed at the wrong one.
I diagnose why revenue isn't compounding, then fix the two or three things that actually move it.
You get a revenue health score, the stage you're really in, and which of the three directions needs calibration. Free, and the full report is yours — no commitment attached to it.
Each right-hand answer is a candidate, not a verdict — which is exactly why it needs testing. Select any row for the test that separates the two.
The expensive mistakes
If the real constraint is retention and you spend the quarter on pipeline, nothing breaks. You hit more meetings, you report progress, the board is satisfied — and two quarters later you're further behind than when you started, having done everything you said you'd do.
A wrong plan is executed competently and defended by everyone who built it. That's what makes a misdiagnosis worse than inaction: you don't lose the argument, you lose the quarters.
the problem — every lever rated red, amber or green, before anything gets prescribed.
with evidence from your numbers, your voices and your systems. No unsupported opinions.
and fix the two or three opportunities that actually move the number, in the right order.
Diagnose broad, treat specific.
Where growth actually comes from
Two things sit underneath all of it — whether you're clear on who you're for, and whether the business can win without you in the room. If either is broken, everything above it is noise. Each direction then breaks apart into the specific levers that decide it.
The order matters more than the effort
It's also the most common, because the leak is quiet and the tap is visible. Pipeline has a dashboard. Churn shows up a year later, in someone else's quarter.
Retention first, because it makes everything you've already acquired worth more. A point of gross retention doesn't save that revenue once — it compounds against every cohort you already have and every one you add next.
Expansion second, because it's the cheapest revenue you have. Acquisition is already sunk, the trust already exists, the cycle is a fraction of a new logo's — and it moves NRR, which is the number your next round gets priced on.
New business last, because it's the easiest to over-commit to. Scaling acquisition into a system that leaks buys revenue that walks straight out the other end, and you find out two quarters after you've hired against it.
Before any of the directions
The first three are gates, not phases — you don't get to optimise the directions until you're through them. Most of the wasted quarters I've seen went into scaling a motion the company hadn't actually found yet.
The question being answered: Who is this actually for?
Dominant failure mode: Selling to anyone who'll take a meeting.
Select a stage to see what it's really asking. The assessment tells you which one you're in.
The part that changes the answer
Part of the diagnosis is impossible to run from inside. I call 3–5 of your current customers, 2–3 who churned, and 2–3 prospects who chose someone else — on my own, with nobody from your team on the line, and their quotes come back unattributed.
A customer won't tell the founder what they really think of onboarding. A churned account gives your CSM a polite non-reason and gives an outsider the real one. And the prospect who picked your competitor won't take the call from the rep who lost them — but will take it from someone who isn't selling anything, and will say exactly what your competitor said that landed.
That's not a matter of being better at interviewing. It's who's asking.
Yours to keep.
Who actually does the work
I have personally moved the numbers this assessment measures — first commercial hire in North America at Trax, $0 to $40M+; a GTM built from zero at Harmonya, 5× revenue in two years at 140% NRR. I come with agents, not a team of people, which is what lets the analysis go wider than one person could take it, while the person who reaches the conclusion is still the person who presents it to you.
Start here
The Northlight Compass — a revenue health assessment. You get a score, a read on which stage you're really in, a side-by-side of your three directions, and written findings on what your answers say in combination. Free, and nothing in it is held back.