We analyze how the business makes money today and where it loses it. The output is a baseline with numbers attached: which processes cost what, which clients carry margin, which part of the commercial funnel breaks, and what the alternatives would cost to put in place.
Analysis that ends in a slide deck tends to sit in a drawer. Ours ends in a decision and, when the client wants it, in the team that implements it.
Revenue, margin by client and product, acquisition cost, retention
Segment, offer, channel and message, for a new market or a new product
Market entry into the United States and other markets, with the offer adapted and the commercial process built
How work flows between people and systems, where it stalls, and how to redesign it
Which processes move to systems, in what order and with what return
Funnel, proposals, pricing, conversion between stages
Where recurring cost sits and which part of it comes from manual work
How the company charges, for what, and with what margin
Every project starts with a diagnosis of the current situation, whether the question is a new market, the commercial process, the cost structure or the business model. We measure before proposing anything: what it costs today, what it produces and where it breaks.
That baseline turns an opinion into a business case, and it is also what allows part of our fee to depend on the result. The length of each project depends on its scope.
Proposal conversion, with the commercial process and the proposal itself rebuilt
Engagement across 12 strategic accounts, with a 40% shorter sales cycle
Hours per diagnosis, with three people down to one
