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When the next growth decision is too expensive to get wrong.
I partner with founders of B2B services and SaaS companies ($2M-$20M) who are about to make an expensive growth decision — hiring a marketing leader, replacing an agency, rebranding, or scaling spend — and give them one reconciled operating plan and a defensible go/no-go recommendation in 21 days.
The growth math doesn't connect.
Revenue targets, pipeline requirements, conversion rates, budget, channel capacity, retention, and team capacity haven't been translated into one credible operating plan.
Marketing activity is fragmented.
Campaigns, content, sales efforts, agencies, technology, and leadership requests compete for attention without a shared priority system.
Positioning and the revenue conversation don't match.
The offer, website, sales pitch, buyer need, and market differentiation tell different stories — weakening conversion and trust.
Sales and marketing are flying blind on the numbers.
Lead quality, handoffs, funnel stages, attribution, ownership, and feedback loops are unclear — or defined differently on each side of the house.
Leadership is about to make an expensive decision without sufficient confidence.
Common examples: hiring a leader, replacing an agency, rebranding, increasing paid spend, entering a market, launching an offer, or buying technology.
The Growth Decision Sprint™
21 days. $22,000. One defensible answer on the decision in front of you — backed by one reconciled operating plan.
Most founders come to me the week before a board meeting, an offer letter, or a signed agency contract. The Sprint replaces the guesswork with a structured 21-day process that ends where every founder wants to end: with a clear go/no-go recommendation and the operating case behind it.
The Growth Decision Framework™
Every Sprint runs the same four pillars. That's how you get a defensible answer in 21 days — not another 60-day advisory engagement.
Days 1–5
Growth Math Reconciliation
One page tying revenue targets to pipeline needs, conversion rates, channel capacity, team capacity, and budget — exposing every gap.
Days 6–10
Priority & Activity Audit
Map of all campaigns, agencies, tools, and initiatives competing for attention — with a ruthless kill/keep/consolidate call on each.
Days 11–15
Positioning-to-Revenue Alignment
Test whether the offer, website, sales pitch, and buyer need tell the same story — and where the leaks are killing conversion.
Days 16–21
Decision Recommendation
The go/no-go answer on the pending expensive decision, with the operating case behind it.
Many founders don't stop at the Sprint.
After the recommendation is delivered, most founders continue with me as their Fractional Growth Decision Partner — governing the execution, holding the operating plan, and giving the same defensible answer on every subsequent growth decision.
$9,000/month • Six-month minimum • Reserved for Sprint alumni
This is not a starting point. The Sprint is.
Recent decisions I've helped founders make correctly.
| The Decision | The CEO of a scaling fintech SaaS company was preparing to hire a marketing specialist to accelerate growth. |
| The Recommendation | I advised him not to start with a specialist. The company first needed a commercial strategy: clear positioning, an integrated customer journey, and one revenue system connecting marketing, sales, customer success, and performance data. I ultimately built and led that function. |
| The Outcome | ARR doubled while retention remained above 97.5% and CAC declined approximately 30%. |
| The Decision | The leaders of two commonly owned financial-services firms wanted more leads and more campaigns to support an aggressive growth plan. |
| The Recommendation | I recommended building the growth infrastructure first. The firms lacked consistent CRM discipline, lead scoring, attribution, lifecycle stages, sales handoffs, and a unified market story. More campaigns would have created more activity without giving leadership a reliable way to convert or measure it. |
| The Outcome | Once the foundation was in place, integrated campaigns across email, LinkedIn, digital advertising, webinars, PR, and content syndication generated more than 1,000 fully attributable leads. |
| The Decision | A founder-led financial-planning firm wanted to grow but had no formal marketing engine. Growth was coming primarily from serving existing clients, referrals, and occasional local sponsorships such as high-school football games. |
| The Recommendation | I recommended building a durable visibility and acquisition system rather than adding isolated promotions. We overhauled the website, developed educational content and client materials, increased community visibility, improved search and conversion performance, and built a repeatable seminar and webinar program. |
| The Outcome | The firm doubled assets under management in the first year. Over the four-year engagement, AUM nearly tripled. |
| The Decision | A growing marketing firm needed to increase revenue capacity without overwhelming an inconsistent client-delivery operation. |
| The Recommendation | As the leader responsible for delivery, I redesigned the operating model—hiring and onboarding five team members, introducing service standards and scorecards, and improving the systems connecting sales, production, and client service. |
| The Outcome | Within six months, monthly website-delivery capacity increased from four to nine—a 125% increase—while strengthening accountability and consistency across the team. |
| The Decision | The founder of a multimillion-dollar consumer health brand needed to determine how to grow campaign revenue without continuing to manage launches as a series of disconnected promotions. |
| The Recommendation | I recommended and led an integrated annual growth plan aligning offer strategy, product launches, lifecycle marketing, paid acquisition, affiliates, creative, CRO, forecasting, and launch governance around shared revenue targets. |
| The Outcome | Ten integrated campaigns generated more than $1.36 million, with six achieving record revenue performance in 2025. One new-product campaign increased revenue 51% year over year and orders 91%. |