We map your current commercial system and name the real constraints. 

This is a structured diagnostic, not a brainstorming session.

We start light with the 12 questions of the Commercial Reality Check (click below).

On the debrief call, we decide how deep to go and diagnose inside your company before we build a 30-90 day workplan.

Our goal is to identify and fix root causes, not managing symptoms.

What we look at (fast): 

• Unit economics and margin leakage (discounting, delivery cost, churn drivers)

• Funnel health (lead → contact → appointment → demo → close) and conversion loss by stage

• Data integrity and CRM reality (definitions, stages, inputs, forecast credibility)

• Buyer-journey handoffs (Marketing ↔ Sales ↔ CS) and execution failure points

• Decision rules, incentives, and where exceptions are silently “approved”

Our diagnostic logic (SOAP): 

• S (Symptoms): what feels broken on the surface

• O (Objective): financials, pipeline analytics, deal velocity, LTV:CAC, decision latency, actual behavior

• A (Assessment): clinical judgment on systemic vs local issues, severity, and what is driving the pattern

• P (Plan): a 30–90 day treatment plan with owners, priorities, and definition of done

If the situation calls for it:
We add leadership interviews, anonymized surveys, process reviews, and targeted analysis.

This is where blind spots surface. The biggest threat is often what still works just well enough to ignore.

Output: a truth-based bottleneck map, a “where money leaks” model, and a clear decision on what to fix first.

We turn the diagnosis into a 30-90 day execution plan your team can run. 

This is not an open-ended advisory engagement.

It is a tightly scoped sprint with clear owners, milestones, and exit criteria.

We only proceed once stakeholder readiness and internal ownership are confirmed.

What the workplan contains: 

• Scope and sequencing: what gets fixed first, and why

• Owners and decision rights: who owns each workstream, who decides, how escalations work

• Priority stack: what matters this quarter, plus an elimination list to clear bandwidth

• Operating rhythm: weekly cadence that forces decisions and accountability

• Cross-functional interfaces: handoffs and forums so work stops dropping between teams

• Visibility: simple dashboards that show reality, not stories

• Incentives and performance: rewards and standards aligned to margin and retention

• Enablement: managers trained to run the system without waiting

How it runs: 

We work inside live operations with your internal leaders. This is “done with you”, not substitue leadership.

The plan is built to hold under stress and to create continuity until long after the engagement.

We execute inside your real operations, shoulder-to-shoulder with your leaders. 

Phase 3 is not “implementation support.” It is live execution with your leaders, inside real meetings, real decisions, real constraints.

How we work together: 

• Executive sponsor: CEO or COO equivalent is accountable for removing blockers and enforcing standards.
• Decision model: we define “who decides what” and “what must be true” before a decision is made.

• Escalation path: when functions conflict, there is a clear escalation rule. No slow politics.

• Reporting: weekly progress brief with risks, dependencies, and next-week priorities.

• Done-with-you ratio: we build the first version together, then your owners run it, while we correct and harden it.

• Internal ownership: your functional owners carry the day-to-day, so the system survives after the sprint.

What it looks like on the ground: 

We co-build the first version, then your owners run it while we harden it. Decisions follow the agreed model, reporting is weekly, and progress is measured by what ships into reality.

We convert the implementation into a durable operating habit.

Managers and teams are trained on the exact rules, dashboards, and routines we implemented. Not as theory, but inside their real week.

What happens in this phase: 

• Managers learn how to run the cadence: reviews, escalation, decision-making.

• Owners take over the artifacts: runbooks, definitions, dashboards, handoff standards.

• We tighten enforcement: what is mandatory, what is an exception, who approves.

• We confirm continuity: the system runs without us for a couple of cycles.

The operating setup keeps running after the implementation because ownership and enforcement are built in throughout, not “handed over” at the end.

Optional continuation: 

A 90-day executive advisory-only engagement with the CEO and functional heads to support decision-making, resolve edge cases, and keep the system clean while leadership capacity catches up to the new standard.

Scope of Work: Pricing governance, margin visibility, and cross-functional revenue steering.

Starting condition: Revenue was growing, but discounting and delivery costs were unmanaged. Reporting was fragmented across functions.

What was built 

• Pricing and discount governance: product-level pricing rules, discount ladder, approvals, and pricing calculators.

• Unit economics and margin control: cost and revenue tracking tied to commercial decisions to prevent margin drift.

• Cross-functional visibility: dashboards linking marketing, sales, retention, finance, and margin with shared definitions.

• Leader enablement under pressure: support for sales leadership through changes and decision-making.

Measured or observed impact 

• Discounting moved from negotiation to enforceable policy.

• The sales team reached the highest historical sales month within one month after training.

• Profitability improved because revenue was linked to margin drivers, not bookings alone.

After state 

The company operated with governed pricing, controlled discounting, margin visibility, and a finance-aligned performance view.

Scope of Work: Reliable performance tracking and multi-market visibility across currencies.

Starting condition: No reliable performance tracking across markets. Definitions and stages varied. Decisions relied on interpretations by local leaders instead of measurable facts.

What was built 

• Single source of truth: CRM foundations with stage definitions, required fields, and hygiene rules.
• Sales data capture: a low-friction entry flow to produce consistent inputs at scale.

• Multi-market visibility: consolidated performance reporting across markets and currencies to surface variance and leakage.

• Performance management readiness: reporting foundations to enable fair targets and commission logic.

Measured or observed impact 

• Sales performance became measurable, comparable, and reviewable by leadership.
• Variance by market became visible, with root-cause hypotheses grounded in data.
• Leadership could identify bottlenecks and leakage by stage and market.

After state 

A durable measurement and steering foundation: clean inputs, consistent definitions, multi-market visibility, and internal ownership for continuity.