Your growth has a system.
Most companies don't know what it is.
Run the numbersHow we find yours
Baseline in four weeks · then one outcome a month
The arithmetic
Ten conversations. One customer.
Nobody chose that ratio. It is the sum of a hundred small decisions nobody wrote down. The other nine are where the money already is, and winning them costs no extra acquisition budget.
What is your ratio, over the last twelve months? Most owners have never counted it. That count is where we start.
The baseline
Four weeks. Then you know.
01
The numbers
Contracted revenue. Realised price against list. Opportunities created. Win rate. Average contract value. First to second conversation. Cycle length. Forecast accuracy. Active accounts. Churn and its reason. Source per customer. Pilots converted, and at what price. Renewal date per contract.
Few companies can produce all of them. That is not a problem for the baseline, it is part of what it finds. A number nobody can produce is recorded as not measured, never as an estimate.
02
Six conversations
Four customers who bought. Two prospects who did not. What triggered the search, what they used before, who else they looked at, what almost killed the deal, what they would have paid, who had to say yes inside.
We run them, not you. People say things to an outsider that they never say to the company they buy from.
03
One live sales call
We listen and do not intervene. Afterwards we write down where the structure broke, not where the seller went wrong.
Reading a pipeline tells you what happened. Hearing one call tells you why it keeps happening.
The recommendation
One recommendation.
Three sentences.
Which lever first, and what it is worth in euros. Which outcomes, in which order. And whether the next phase should happen at all. That last sentence is what makes the first two believable.
The retainer
One outcome a month.
Not a report.
- Start of the monthOne outcome, in one sentence, with the deliverable that carries it and an owner on your side. In writing.
- During the monthThe work goes there first. Anything else moves to a later month, unless you change the priority, and then the scope moves with it.
- End of the monthOne page. What moved against the baseline, what it means, what is next. The deliverable goes to its owner, not to a folder.
Month one: the owner gate
Does every piece we are about to build have a name behind it, with a moment in the week? If not, we stop building. Month two becomes ownership instead.
Month three: the empty chair
We do not come to the rhythm meeting. Announced once, without drama. If it happens anyway, the adoption is real. If it does not, the ritual only existed because we were in the calendar.
What this is not
Not more steps.
Fewer deals waiting on you.
Speed is a real advantage right up to the point where it becomes the ceiling. We are not here to slow that down. We are here so it stops depending on one calendar.
- Not a lead agency. We work on the demand you already have.
- Not a CRM project. We work inside the tools you already use.
- Not a replacement for your next commercial hire. We build what they land in.
- No day rates, in any document or any conversation.
Outcomes
What we claim, and how you check it.
- Within ninety days you know which deals are real.
- Measured by forecast accuracy against the baseline.
- You stop spending time on deals that are already dead.
- Measured by time to disqualification.
- What we build keeps running once we are gone.
- Measured by the empty chair in month three, and by the handover in the last month.
- More result from the demand you already have.
- Measured by opportunities to signature.
No growth percentage. No guarantee tied to revenue closed inside a sales cycle longer than the engagement itself. What we did not measure on the day we started, we do not claim on the day we leave.
You are probably here because one of these is true.
- You carry the number yourself, and there is nobody to hand it to.
- You are about to hire your first commercial person, and no one inside can judge the plan they arrive with.
- You have a team, and the deals still stall until you join the call.
- Growth happens, and nobody in the room can say why last year was a good year.
A first commercial hire costs €95,000 to €115,000 a year, all in.
Founder, CEO, owner, managing director, general manager. The title on the door does not decide whether this fits. Carrying the number does.
The only report we write
Two columns on one sheet.
The day we start and the day we leave. Same cells, same sources. Filled in before we begin, filled in again at the close, whether that is month three or month six.
| Measure | Start / Close |
|---|---|
| Opportunities created | · / · |
| Win rate | · / · |
| Average contract value | · / · |
| Cycle length | · / · |
| Forecast accuracy | · / · |
| Churn and its reason | · / · |
Run the numbers first.
Four inputs you already know by heart. One page back: how many opportunities your target needs at your current ratio, and what your own assumptions about conversion, retention and contract size are worth in euros. No call required to see it.
- 01Target revenue, and where you are now
- 02Average contract value
- 03Opportunities created, last twelve months
- 04How many of those you won, and how many customers left
Run the numbersBook a first conversation
- BaselineFour weeks. Your numbers, six conversations, one live call.
- RetainerMonthly. Decided after the baseline, never before it.
- TermThree to six months. Never a day rate.