Most companies buy growth while losing revenue they already earned. I find what's leaking, put a number on it, and tell you what to fix first.
For companies between $10M and $100M. Nothing gets installed, and there is nothing to buy from me afterward.
Heard Any Of These Lately?
Every one of them is a bill before it is a return. Sometimes the answer really is more — it is rarely the first answer.
From my book · publishing this year
Silent Revenue KillersThirteen patterns that quietly drain revenue from healthy companies. Four of them:
If more than one of those sounds like your company, that is the point. Read about the book →
Why It's Still There
Nobody set that number. It accumulated one decision at a time — and every one of those decisions was reasonable on the day it was made.
This is not carelessness. It is what happens to any loss small enough to live with.
Spend enough time inside a system and you stop seeing what you have learned to work around. That is not a failure of attention — it is how attention works. It is also why this is difficult to see from the inside and straightforward to see from the outside.
A Different Answer
More leads. More headcount. More tools. Every one of them is a bill before it is a return.
I work the other direction — at the revenue already inside the business. It shows up in four ways.
Nothing gets installed. No platform, no license, no training program, no new headcount.
Tell me what's going on. I'll tell you plainly whether I'd be useful — and if I wouldn't, I'll say that.
How It Works
In that order, because each one depends on the last.
What You Actually Get
Not a list of concerns. Each one says what it is, what it costs, how sure I am, and who can fix it.
One finding, as it appears in the report
Illustrative. Your findings come from your own records.
That last line is the one nobody else gives you. Every finding gets a diagnosis, because what kind of problem it is decides who can fix it — and whether buying anything would help.
A HubSpot partner and a Salesforce integrator both earn when the answer is “buy more tool.” I don't sell tools, so I can tell you when the answer isn't one.
The Book · Publishing This Year
The Everyday Losses Draining Your Profit
Thirteen patterns that quietly drain revenue from healthy companies — each one costed, each one with a fix. The book is where this method came from.
"There will probably be moments where parts of it feel familiar in an uncomfortable way. I think that is part of what makes it useful."
Allen Padilla · CEO, The CSU Foundation · from the forewordFair Questions
I don't know until I look. What I can tell you is the shape of it — a smaller number I can prove from your own records, a larger one I can estimate with the method shown, and some risks I'll name but won't put a price on. If the total ever comes to more than about a tenth of your revenue, I go back and check my own math before I show you anything.
Then I'll say so. That's a real answer, and an answer is what you're paying for.
Four to six weeks in most cases. The analysis is the predictable part — the timing mostly depends on how quickly I can get access and documents.
Read-only access to your CRM, a handful of documents that mostly live in finance, and thirty to forty-five minutes each with a few people.
No. Nothing gets installed, and there's nothing to buy from me afterward. The work is on what you already own.
No. Nothing I write down carries a name, and I don't make recommendations about people. I show you patterns; the decisions are yours.
Nobody yet under this practice — I'm building it now, and I'd rather say that than dress it up. The first engagements are priced accordingly.
Twelve numbers your company should already have. Send the list to your team and see what comes back — and how long it takes. Free, no sign-up, and useful even if we never speak.
Start Here
A short conversation, no charge and no obligation. If I'm not the right person, I'll say so.
Or email me directly —
hello@jeffrandall.co
Who I Am
I built a company's first sales performance reporting, carried a number myself, led an inside sales team, then ran the analytics function that told a combined company whether any of its numbers were real.
Certiport · TestOut · CompTIA · co-founder of MetrixGrove
Someone would ask a straightforward question — which events produce pipeline, why is that region down, what are we genuinely renewing. It took days, and the answer was soft.
Nobody was hiding it. There was simply no one whose job it was to go looking.
I also speak to leadership teams and boards.