Growth that doesn't start with adding more.

Why It's Still There

Some Loss Is Part Of Doing Business. But Not All Of It.

Nobody ever set that number. It accumulated one decision at a time, and every decision was reasonable on the day it was made.

01It never hurts enough A slow bleed across months and departments never forces a decision.

02The fix looks too big Patching takes an afternoon. Fixing takes a quarter and a budget. So it gets patched again.

03Nobody owns it It is in no one's job description to go looking — and the trail usually leads back to a decision someone already defended.

What I Do

1Trust 2Analyze 3Grow

In that order, because each one depends on the last.

1Make the numbers reliableYour CRM, and wherever else the numbers actually come from.

2Find it and size itEvery leak named and costed against your own records.

3Decide what to fix firstIn payback order, with a name against every item.

Read-only access, a handful of documents, a few short interviews. Every engagement is quoted in writing before it begins and the figure does not move. See the whole path and where you can stop →

What You Actually Get

What’s Leaking. What It Costs. What To Fix First.

Not a list of concerns. A numbered list, in the order to work it, with a figure and a name against every line.

What it isA yearWhyOwner · proves in

1 Software nobody opens $145,000Verifiable Nobody owns the renewal list Ops & finance · Next invoice

2 Discount given away at the close $174,000 – $261,000Range Approval exists, nobody holds to it Sales leader · One sales cycle

3 Deals in the pipeline that are not alive $357,600 – $927,600Range The system allows it RevOps · One sales cycle

4 A forecast built on fields nobody maintains $223,200 – $352,800Range Set up wrong RevOps · One quarter

5 Work the system asks reps to do by hand $170,400 – $271,200Range Never automated RevOps · One quarter

6 Expansion nobody asked for $481,000 – $962,000Range No motion exists Sales leader · One renewal cycle

7 Renewals with no owner and no date $396,000 – $712,800Range No defined process Renewals · One renewal cycle

A worked example on a fictional $48M company — the format, not a client result. Note the order. The biggest number is sixth, because it will not report back for a year. The list is built on payback, not on size.

It arrives written, before we talk.

Twenty-four hours ahead, so you read it without me in the room.

Findings by tier — proven, estimated, and risks I will not price
A scorecard against best-in-class
A thirty-day plan
An owner on every item
What you can fix without me
What I would refer out

Why Me

The Fix Is Never Something You Buy.

Which leaves me free to tell you when the answer isn't a tool.

A vendor can't tell you it isn't a tool A HubSpot partner earns when the answer is more HubSpot. A Salesforce integrator earns when the answer is more Salesforce. Both are good at what they do. Neither one is free to say the problem isn't software.

Every finding says what kind of problem it is A setup error, a habit, a missing process, or a decision nobody is holding to. The last is the most common, and the only one no purchase will fix.

And I stay to fix it Clean the data, take the baseline, then rebuild — in that order, because a baseline taken after the fix proves nothing. All of it inside the software you already pay for. I don't resell it and I don't take referral fees.

And Then The Fix

The Fix Is Rarely One Thing.

It splits into as many as five pieces of work on five different clocks — software, unbilled work, deal quality, renewals, and what the system asks your reps to do by hand. Each is quoted on its own. Here is one of them.

Deal quality. Every stage gets defined by something the prospect does, not something your team sends — so it advances on a trigger the system can see. And LOST sits at the bottom of every stage, not in one graveyard at the end, so you know where deals die.

~~Demo~~Attended the Demonstration

~~Proposal~~Opened the Proposal

~~Negotiation~~Responded with a Counter

The system surfaces; the rep responds. The rep does not maintain the system. See all five, and how long each takes to prove →

The Book · Out Now

Silent Revenue Killers

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.

Read About The Book

"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 foreword

Who I Am

Twenty Years On Every Side Of The Revenue Question.

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

The Same Thing Kept Happening.

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.

Spend enough time inside a system and you stop seeing what you have learned to work around. That is not carelessness — it is how attention works, and it is why this is easier to find from outside.

I also speak to leadership teams and boards.

Start Here

How Can I Help?

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