Solutions

Growth does not break evenly. It strains at specific moments.

Entering a New Market

You have product strength, but expansion introduces uncertainty. ICP clarity blurs. Messaging weakens. Sales cycles extend. Forecasting becomes unstable.

You need sharper positioning, tighter targeting, and a disciplined market entry plan that aligns sales and marketing before momentum erodes.

Launching a New Product or Offering

Internal excitement does not automatically translate into external demand. Pricing, packaging, and value translation must be precise.

You need alignment between product, sales, and customer success so launch performance is intentional, not reactive.

Stalled or Flattening Growth

Revenue plateaus despite effort. Activity increases, but conversion does not. Forecast confidence declines.

You need to diagnose structural friction across pipeline mechanics, compensation, ownership, and operating rhythm before adding more motion.

Scaling a Revenue Team

Founder-led selling no longer scales. Leadership layers are forming. Accountability is inconsistent.

You need defined roles, measurable KPIs, and a repeatable cadence that stabilizes performance as the team grows.

Post-Acquisition or Organizational Change

New leadership, new structure, or integration introduces complexity. Revenue alignment weakens during transition.

You need commercial architecture that creates clarity across teams and restores execution discipline.

How I Work

At these moments, I apply The Predictable Growth Method to assess, prioritize, and install the systems required for predictable performance.

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