Revenue
Business development
Route to market, pipeline and partnerships built on what a buyer will actually sign, rather than on the size of the addressable market.
Most early revenue problems are not marketing problems. They are a mismatch between what a company has built and what somebody has a budget line for. We start by finding the budget line, then work backwards to the offer, the pricing and the conversation that closes it.
That means talking to buyers before writing collateral, testing a price by asking for it, and being willing to conclude that the product needs to change. We would rather deliver an uncomfortable finding in week three than a polished funnel in month six.
What you get
Named artefacts, not a slide pack. Each one is a thing your team can open, run, or hand to an auditor.
| Artefact | What it contains |
|---|---|
| Buyer map | Who signs, who blocks, who has to be convinced first, and which budget the money would come out of. Named roles, not personas. |
| Offer and pricing test | A priced proposition taken to real buyers, with what they said written down verbatim rather than summarised into agreement. |
| Qualification criteria | The explicit test for whether an opportunity is real, so time stops going into ones that are not. |
| Pipeline instrumentation | A CRM configured to the stages your sale actually has, with the exit criteria for each written down. |
| Outreach sequences | Written to be read by a person who owes you nothing. Reviewed against reply rate, not open rate. |
| Partnership structure | Where a channel makes sense: commercial terms, referral mechanics, and who owns the client relationship. |
How it runs
01 · 1–2 weeks
Frame
Where revenue comes from today, what has already been tried, and which assumptions the plan currently rests on.
02 · 3–5 weeks
Prove
Conversations with real buyers against a priced offer. The output is evidence about demand, including evidence that there is none.
03 · 6–12 weeks
Build
The repeatable motion: qualification, sequences, CRM, proposal templates, and pricing that holds under negotiation.
04 · 2–4 weeks
Hand over
Your team runs the motion while we sit in. We leave when the pipeline moves without us in the room.
What we use
Chosen per engagement against your constraints. We have no reseller relationships and no incentive to recommend one of these over another.
Pipeline
Outreach
Research
Measurement
What we do not do
Knowing where our usefulness stops saves everyone a procurement cycle.
- We do not buy lists or run high-volume cold outreach. It damages the brand it is meant to build, and it converts badly in the considered B2B sales this work usually involves.
- We do not work on pure commission. Contingent fees quietly select for the deals that close fastest rather than the ones that should be signed, and you end up paying for that twice.
- We do not write growth projections we cannot support. If you need a number for an investor deck, we will help you build one and show its assumptions, but we will not manufacture a hockey stick.
- We do not take over your customer relationships. Every conversation we open is introduced to your team early enough that it does not leave with us.
Questions we are asked
How quickly will this produce revenue?
We do not know, and anyone who gives you a date at this stage is guessing. What we can commit to is a date by which you will have evidence: usually five to seven weeks to a clear read on whether the offer, at the price, moves real buyers. That evidence sometimes says stop. Getting to that answer in seven weeks rather than seven months is most of the value.
Do you sell on our behalf?
We open and run conversations during the Prove and Build stages, because a motion cannot be designed from outside it. But the intent throughout is transfer. Your people are in the calls, the CRM is yours, and the relationships are introduced across before we leave. If you want a permanent outsourced sales function, we are the wrong firm.
What if the finding is that the product is wrong?
Then that is the finding and we will say it plainly. It is the most valuable thing this engagement can produce and the most uncomfortable. We have had that answer on our own products, which is why one of the three write-ups in our portfolio ends in a decision not to launch.
Do you work with pre-revenue companies?
Yes, and often the work is smaller and sharper: prove somebody will pay before building the machinery to take their money. The failure mode we see most in pre-revenue businesses is building the funnel before validating the offer, which produces a very efficient system for not selling anything.
Start with what is in the way.
Most of this work is shaped by the obstacle rather than the ambition. A deal that keeps stalling at the same stage, a process nobody owns, a product that will not sell, a decision that has been open for months. Tell us yours and we will say honestly whether we are the right people for it.