| Alternative | What they do | Where they lose |
|---|---|---|
| Management consultancy | Big framework, big team | Slow, and the people who did the work aren't the people in the room |
| Fractional CRO | Sits in the seat, runs the team | Commits before anyone has diagnosed anything, and it's hard to reverse |
| Sales coach or trainer | Skills for reps | Treats a symptom and never touches the system that produced it |
| Advisor-for-equity | Occasional, informal | No accountability, no depth, no artifacts |
| This practice | Diagnosis first, then targeted execution | Including the customer, churn and closed-lost calls you structurally cannot make yourselves |
About
Leor Teichmann
A revenue executive who has built revenue engines from zero and rebuilt broken ones — and an AI-first one, which is the part that changes what a single person can deliver.
I work with B2B companies across that whole range: founder-led at one end, an established go-to-market team at the other. What they have in common is needing accelerated outcomes, and needing to be sure they're fixing the right symptom before they spend a quarter on it.
The track record
I have personally moved the numbers this diagnosis measures
Not advised on them. Owned them, with a number attached to my name.
Trax
First commercial hire in North America. Took the region from $0 to $40M+ over six years, while the company went from $150M to $3B+.
Harmonya
Built the entire go-to-market from nothing. 5× revenue in two years, at 140% net revenue retention and 87% gross.
Native (Vista Equity)
Inherited $16M ARR at 55% net revenue retention and a 14% win rate. Left it at 78% and 23%.
Tastewise
Doubled Americas revenue and held net revenue retention at 130%.
Two of those were built from zero. Two were already broken when I arrived. Telling the difference quickly is the whole job.
Where this is most useful
A compass doesn't point at true north. It points at magnetic north, and the gap between the two is called declination. A few degrees off feels like nothing at the start — the needle is steady, you walk a straight line. It's only distance that turns it into a different continent.
That's why the early years are where this pays. The sharpest work happens between roughly $1M and $10M — early enough that correcting a few degrees isn't moving a needle, it's changing where the company arrives. Late enough that there's real data to take the bearing from.
Correct it later and you're not adjusting a heading, you're rebuilding a route. The same correction costs more, takes longer, and has a team, a comp plan and a board deck already built around the old one.
The honest comparison
What else you could hire, and where each one falls down
A pipeline problem can turn out to be an ICP problem. A churn problem can turn out to be a time-to-value problem. A rep problem can turn out to be a founder-dependency problem. Any of those is a possibility until it's tested — which is why diagnosis before treatment is the whole point.
How the practice is built
I come with agents, not a team
There's no bench, no associate, nobody learning on your account. The work a junior analyst used to do — pulling a CRM apart, cohorting a customer base, synthesising forty interview transcripts, finding the first-pass patterns — is done by agents I've built and run, with my judgment on top of every conclusion they reach.
That's not a cost story. It's a speed and depth story: it means the analysis goes wider than one person could take it, and the person who reaches the conclusion is the person who presents it to you. Nothing gets handed down a chain.
It also means the diagnosis is built by someone who has actually run this transition — which increasingly turns out to be half of what companies want to talk about anyway.
Contact
Two ways to start
Take the assessment first if you'd rather arrive at the conversation already knowing which direction needs calibration. Book time first if you'd rather just talk it through.
Or email leorteich@gmail.com directly.
Operating entity: Alogri18 LLC.