Track A
Numbers — where
CRM, billing, product analytics, support, marketing automation. The funnel gets reconstructed end to end, the customer base gets cohorted, and the math is followed until it breaks.
How I work
Diagnose. Clarify. Prioritize.
Every lever gets examined; two or three get fixed. Diagnose broad, treat specific. The discipline is in refusing to prescribe before the looking is finished — that's where most engagements go wrong, and it's the whole reason this one starts with a diagnosis rather than a plan.
Step 1 · free
Take the assessment
On your own, before either of us spends an hour on a call. It tells you the stage you're really in and which direction needs calibration — worth doing even if you never book anything.
Step 2
Diagnostic sprint
Three tracks, run in parallel. You end with three artifacts and a ranked answer to the question you actually have: what do we fix first?
Step 3 · optional
Execution retainer
If you want it, I run the roadmap with you — rebuilding the pipeline motion, standing up a forecast you can trust, redesigning onboarding, coaching a first VP into the job.
Engaged on outcomes, not hours.
The sprint stands alone, and the three artifacts are yours either way. Step 3 is a decision you make after the diagnosis, with the diagnosis in hand.
The method
Three tracks, run in parallel
Not three phases. They run at the same time on purpose — the numbers tell you where, the voices tell you why, the systems tell you whether the fix will survive contact with the org. Run one after another and each one colours the next before you’ve tested it.
Track B
Voices — why
Structured interviews across your go-to-market team, everyone answering the same core questions so the answers are comparable. Where three people answer the same question three different ways, that disagreement is itself a finding.
Track C
Systems — whether
What's instrumented, what's actually trusted, and what's quietly maintained in a spreadsheet next to the CRM because nobody believes the CRM. A fix your systems can't measure won't hold once I'm gone.
The part you can't run yourselves
Your customers will tell me things they won't tell you
Inside Track B: 3–5 of your current customers, 2–3 who churned, and 2–3 prospects who chose someone else. You make the introduction; the call is mine alone, with nobody from your team on the line, and every quote comes back into the scorecard unattributed. That's the condition that makes people honest.
These are the highest-value hours in the whole sprint, and they need lead time. I write the intro note for you to forward, and we book them in week one.
The sprint
Week by week
Nothing here is mysterious. You should be able to tell your board exactly what is happening and in what order, from the first day.
You get a data request list on day one. We agree who I'm speaking to, and you send the customer introductions before week one ends — those calendars are the only real constraint on the schedule.
I rebuild your funnel and cohort your customer base from raw exports, not dashboard screenshots. Interviews start with you, sales, CS, marketing and product — the same core questions for everyone, so the answers can be compared.
The customer, churn and closed-lost calls. This is the week that produces findings you couldn't have reached on your own, and the week most likely to change the answer we were heading towards.
Every lever gets a rating with the specific number, quote or system observation attached to it. If I can't show you why something is red, it doesn't go in the scorecard.
Presented to you and your leadership team live, not emailed as a PDF. You'll be able to argue with it in the room, which is the point — and where the recommendation departs from the usual order, I'll say so and say why.
What you keep
Three artifacts. They are the product.
Artifact 1
Revenue Health Scorecard
Red, amber or green across every lever. Every rating carries its evidence — the number, the quote, or the system observation behind it, so you can check my work.
Artifact 2
Prioritized Opportunity Map
The two or three highest-leverage fixes, plotted impact against effort, each with a number attached to what it's worth. This is the one that goes to your board.
Artifact 3
90-Day Action Roadmap
What to do, in what order, who owns it, and what good looks like at day 30, 60 and 90. Days 1–30 stop the bleeding, 31–60 narrow the aim, 61–90 make it repeatable.
Start here
Find out which direction needs calibration
A revenue health assessment. You get the whole report, with no commitment attached to it.