What we bring: Revenue systems that don’t just track deals—they create them. We rebuild funnels, standardize stages, and wire CRM to the buying journey (not the other way around).

How we do it:

• Map Ideal Customer Profiles (ICP) → messaging → offer → pipeline stages → exit criteria.
• Build lead scoring, service level agreements (SLAs), and playbooks (discovery, objection sets, close plans).
• Automate the boring stuff (enrichment, routing, follow-ups) and spotlight the high-leverage actions.

Proof you can measure: higher stage-to-stage conversion, shorter sales cycles, cleaner forecast accuracy, and increased win rate per rep.

Why we’re different: We don’t “install a CRM.” We build a revenue instrument tied to key performance indicators (KPIs) and coaching—then we train managers to keep it honest.

What we bring: Positioning that sharpens the offer, content that moves pipeline, and spend that pays for itself.

How we do it:

• Clarify the promise (outcome), the proof (case studies/metrics), and the path (offer/call to action (CTA)).
• Stand up a simple growth engine: flagship asset → distribution spine (email/LinkedIn/partners) → retargeting.
• Fix the handoff: marketed qualified lead (MQL) → sales accepted lead (SAL) → sales qualified lead (SQL) with shared definitions and feedback loops.

Proof you can measure: Customer aquisition cost (CAC) trending down, lifetime value (LTV) trending up, pipeline contribution that sales actually accepts, and time-to-value on campaigns.

Why we’re different: We align marketing to revenue stages, not vanity dashboards. If it doesn’t move a stage or a sale, it’s just a pretty picture.

What we bring: ISO-grade discipline applied to commercial ops. We treat revenue processes like production lines—find variation, remove waste, raise yield.

How we do it:

• Advanced product quality planning (APQP)/production part approval process (PPAP) rigor for new launches, control plans for operational consistency.
• Root cause → corrective/preventive actions (8 disciplines (8D)/5-Why/Ishikawa) for leaks in the funnel and the factory.
• Supplier quality playbooks that tighten specs, cycle times, and defect rates.

Proof you can measure: defect/return/rework reduction, first-pass yield gains, tighter tolerance to spec (yes, even for sales ops).

Why we’re different: Most firms “optimize processes.” We install controls so improvements stick under load.

What we bring: Plans people can execute. Cadence, accountability, and visibility without the PM theater.

How we do it:

• Roadmaps with crisp acceptance criteria; risk registers with owners & triggers.
• Weekly operating rhythm (WOR): status in 10 min, decisions in 20, blockers cleared same day.
• Hybrid Agile—sprints where speed matters, stage-gate where risk matters.

Proof you can measure: milestone hit rate, variance to plan, on-time/within-budget delivery, and stakeholder satisfaction (net promoter score (NPS)/customer satisfaction score (CSAT).

Why we’re different: We connect exec intent → team capacity → deliverable reality. No slide-ware, just shipped work.