Consulting built around the operating system, not the campaign.
The work is diagnostic first. Recommendations follow the evidence. Fees are not published. A scope is written after a confidential discussion — or declined if the problem is not this one.
01
Performance Diagnostic
The situation
Leadership can feel that conversion is weaker than the lead volume suggests, but cannot yet point to the operating cause.
Who it is for
Owners and commercial directors who need a precise starting point before commissioning deeper work.
Engagement
A focused leadership discussion and a written point of view. No public fee. Scope is confirmed in writing.
What I examine
- Where the commercial funnel actually breaks, not where the report says it does
- Which questions management cannot answer from the current CRM
- Whether the constraint is demand, handling, or visibility
What you receive
- A short diagnosis of the likely leakage zones
- The data and access required for a full audit
- A recommended scope — or a clear reason not to proceed
02
Brokerage Performance Audit
The situation
The brokerage has marketing, a CRM and a sales team. What it does not have is a single picture of how those parts behave together.
Who it is for
Brokerages with real lead volume, a CRM already in place, and leadership that wants the operating truth before changing structure or spend.
Engagement
A fixed diagnostic engagement. Length depends on data access, team size and CRM condition. Findings are presented to leadership.
What I examine
- CRM structure, stage logic and pipeline hygiene
- Lead flow from source to owner
- Agent handling and follow-up discipline
- Lead aging and frozen inventory
- Funnel conversion between contact, meeting and opportunity
- Team performance and where managers intervene by hand
- The points at which revenue leaks, and the root cause of each
What you receive
- An executive readout of how the commercial system actually operates
- A leakage map across the funnel
- Priority findings, separated from noise
- Root-cause notes management can act on
03
Revenue Leakage & Funnel Audit
The situation
Leads are entering. Revenue is not moving in proportion. The question is where existing commercial value is being dropped.
Who it is for
Commercial leaders who suspect the problem is inside the funnel they already paid for.
Engagement
Diagnostic engagement centered on CRM history and operating practice. Metrics are reported only where the data supports them.
What I examine
- Leakage at each funnel stage
- Contact gaps and slow first response
- Qualification gaps
- Follow-up failure and meeting leakage
- Frozen opportunities
- Recovery opportunities still sitting in the CRM
- Pipeline loss: where a live opportunity goes quiet
What you receive
- A stage-by-stage view of loss
- The leaks worth repairing first
- Recovery candidates that do not require new media spend
- Implications for sales management, not a media plan
04
CRM & Lead Management Review
The situation
The CRM is adopted. Discipline is not. Reports exist, and leadership still does not trust them.
Who it is for
Heads of CRM, performance leaders and sales directors working inside a system people use inconsistently.
Engagement
Review of configuration, sample records and the operating rules around them. Tool replacement is not the default recommendation.
What I examine
- Field usage against the decisions those fields are meant to support
- Ownership, reassignment and duplicate logic
- Stage definitions and whether agents use them the same way
- What is logged versus what actually happened
- Report design: what a manager can see on a Monday morning
What you receive
- A review of CRM behavior, not a software brochure
- The rules that are missing or ignored
- Reporting gaps that hide leakage
- A practical correction list for administrators and sales managers
05
Sales Operations Design
The situation
Managers are compensating for the system. They chase updates, reassign leads by memory, and still cannot compare agents fairly.
Who it is for
Sales directors and heads of operations scaling a team that has outgrown informal control.
Engagement
Design work that follows a diagnostic. Rules are written to be used by the current team, not an imaginary one.
What I examine
- The real path from assignment to next action
- Where work depends on a specific person remembering
- Escalation that happens in chat, not in the CRM
- Definitions of activity, meeting, opportunity and loss
What you receive
- Operating rules for ownership, routing and follow-up
- Escalation logic a manager can enforce
- A meeting and pipeline cadence
- The minimum reporting set required to manage, not to decorate
06
Performance Operating System
The situation
The audit has named the problems. Without an operating model, the same leaks return with the next campaign.
Who it is for
Leadership ready to manage the funnel as an operating system, not as a monthly argument between marketing and sales.
Engagement
A working model delivered after the audit, with a leadership session on how it will be run. Adoption is a management task. The model does not replace it.
What I examine
- Which findings change revenue if they are managed weekly
- Which KPIs the business can actually capture
- Where accountability sits today, and where it should sit
What you receive
- KPIs tied to funnel stages
- SLAs for response and follow-up
- Lead ownership and routing rules
- Follow-up rules and escalation logic
- Manager dashboards and reporting structure
- A recovery system for frozen and aging leads
- An accountability framework: who reviews what, and when
07
Commercial Strategy Advisory
The situation
A decision is coming — spend, hiring, a new market, a restructuring — and the funnel evidence is not yet good enough to support it.
Who it is for
CEOs, managing directors and investors who want a commercial operator’s reading, not a campaign proposal.
Engagement
Advisory alongside or after a diagnostic. Speaking, roundtables and internal leadership sessions are scoped separately.
What I examine
- Whether the commercial system can carry the decision being considered
- What the current funnel can and cannot prove
- Where strategy is being asked to compensate for an operating gap
What you receive
- A point of view for the leadership table
- The operating conditions that should precede more spend or a new structure
- A short list of decisions to make, delay, or refuse