Find what’s really constraining
your revenue growth.
Most growth problems have one constraint sitting upstream of the rest. A 90-minute working session to find yours, and to tell you what not to spend money on next.
We’ll spend 15 minutes establishing what’s happening, what you’re trying to achieve and whether the diagnostic is likely to be useful.
If I don’t think it is, I’ll tell you.
The problem
Growth has become harder than it should be.
You have twenty people. On paper you have a sales function. In practice, every opportunity that matters still needs you in the room to move.
You've wondered whether it's the people, the process, or something you haven't named yet. Meanwhile you're paying for marketing, a CRM and training that might all be pointed at the wrong problem.
Perhaps the pipeline is inconsistent. Too much new business still comes through you. Your consultants have excellent client relationships but don’t recognise or develop the opportunities sitting in front of them.
You may have hired salespeople who struggle to sell expertise they don’t fully understand. Or you’re generating more revenue, but the extra work isn’t translating into the profit you expected.
So what do you fix?
More Leads?
A new salesperson?
More Marketing?
Sales training?
A better CRM?
A new website?
More accountability?
A new sales process?
All of those might help. But what if you’re solving the wrong problem?
Here's what the wrong diagnosis costs.
A salesperson who was never the answer: $150,000 and eighteen months.
A lead generation program feeding a positioning problem: more conversations, same conversion.
Another year where growth still depends on you being in the room.
$750 is not the risk. Spending the next twelve months solving the wrong problem is.
Don’t fix everything. Find the constraint.
Most businesses have plenty of things they could improve. That’s not the same as knowing what they should improve first.
One problem may sit upstream of several others.
If your positioning isn’t compelling, generating more leads may simply create more poor-quality conversations.
If opportunities already exist but your consultants don’t recognise or develop them, more marketing isn’t the answer.
If your team can sell but nobody is managing the pipeline, another sales training program probably won’t solve it.
And if every important opportunity still needs you to progress or close it, increasing sales activity may simply make you busier.
The question isn’t “What could we improve?” There will always be a long list.
The better question is: “What’s most likely constraining growth right now?”
The offer
Different industries. Same fundamental shift.
It’s a structured 90-minute working session where we examine how your business actually generates profitable revenue.
Before we meet, you’ll complete my Strategic Growth Scorecard and a more detailed pre-session Growth Constraint Diagnostic.
I’ll review both before our session, together with relevant information about your business, positioning, financial performance and sales activity.
That means we don’t need to spend the first half of our meeting gathering basic information. I come into the conversation with some hypotheses. Then we test them. Together.
The objective is to identify the most likely primary constraint affecting your revenue growth, understand what’s contributing to it, and determine what deserves your attention over the next 90 days.
Growth Constraint Diagnostic
$750 + GST
A paid diagnostic with standalone value - not a deposit against another program.
The revenue engine
We’ll look at the whole revenue engine.
Revenue problems rarely sit neatly inside the sales department. That’s why we’ll examine five interconnected areas.
Positioning
Are you clear about who you want to work with, the problems you solve and why those clients should choose you - or does the market see another technically competent firm offering much the same thing?
Opportunity Generation
Are enough of the right opportunities entering the business? Where do they come from, how predictable is that flow, and what happens when senior people become busy delivering client work?
Commercial Capability
Can your consultants and technical specialists recognise opportunities and have effective commercial conversations? Can people other than you develop relationships and progress opportunities?
Sales Systems & Management
Is there a repeatable way to manage opportunities from initial conversation to decision? Can you see what’s happening in the pipeline? Are forecasting, coaching and accountability actively managed?
Owner Dependence
What happens to revenue generation when you stop driving it? Who creates relationships, diagnoses opportunities, establishes trust and gets the deal over the line?
A business can appear to have a functioning sales engine until you remove the owner from it. That’s often where the real constraint becomes visible.
We’ll also follow the money.
Growth for growth’s sake isn’t the objective. Profitable growth is.
We’ll look at the relationship between revenue, margin and the type of work you’re winning. Which clients and services create attractive profit? Which ones create activity? How concentrated is your revenue?
And if revenue increased by 20% next year, would profit increase with it?
Sometimes the problem isn’t “How do we sell more?” It’s “Why are we working harder without making significantly more money?”
Evidence before assumptions
We won’t rely on a headline “conversion rate”.
Ask a business owner about their sales conversion rate and you might hear “about 30%”, “probably 50%”, or sometimes even “90%”.
But 90% of what? Proposal to signed engagement? Qualified opportunity to proposal? First meeting to client? Cold prospect to revenue?
Those are very different numbers. And many expert-led firms simply don’t have reliable data across the entire revenue journey.
That’s OK. Not knowing is useful information too. We’re not trying to manufacture precise numbers where they don’t exist. We’re trying to understand what’s actually happening.
The session
What happens during the 90 minutes?
Establish the destination
Where are you trying to take the business? What are the revenue and profit objectives? And what do you want your own role to look like as the business grows? Growth that simply creates a bigger job for the owner isn’t necessarily progress.
Follow the money
We’ll examine where revenue comes from, where the profit sits and whether the growth you’re pursuing is economically attractive.
Follow a real sale
Rather than talking theoretically about your sales process, we’ll take actual opportunities through it—one you’ve won and potentially one you’ve lost or that has stalled. This often tells us far more than a theoretical process map.
Stress-test the revenue engine
We’ll examine positioning, opportunity generation, commercial capability, sales management and owner dependence - not to produce a long list of weaknesses, but to determine which ones actually matter.
Identify the most likely constraint
There may be several things that need improvement. We’ll determine which appears to have the greatest leverage over your ability to grow, then ask: if we removed this constraint, what would become possible—and if nothing changes, what is likely to happen?
Set the next 90-day priorities
We’ll turn the diagnosis into action. Not 17 recommendations. Three priorities. What should happen first? What comes next? What needs to become repeatable? And what should you not spend time or money fixing yet?
Your tangible outcome
You’ll leave knowing your Growth Constraints and a Priority List to fix them.
Sometimes the constraint isn't in how you sell. It's in how your clients see you.
Most of what we need is already inside your business. Some of it isn't.
If the constraint turns out to sit in your positioning, or in the gap between what you're known for and what you're actually best at, we'll say so. And I'll show you how we find out, which is by asking your clients properly rather than guessing.
One engineering client went from 15% to 85% of their clients' work off the back of a single billing insight that came out of those interviews. Nobody inside the business had spotted it. They wouldn't have.
That's a separate piece of work, and we'd talk about it separately. But you should know it exists before you book, because it's often where the real answer is.
Growth Objectives
What we’re seeing across the revenue engine
Most likely primary constraint
Evidence and contributing factors
What not to fix yet
Three priorities for the next 90 days
What we'd need to find out to be certain, and how we'd find it
A clear promise
This is not a full organisational audit.
Let’s be clear about what 90 minutes can and can’t achieve.
I can’t comprehensively audit every aspect of your business in a 90-minute session. And I won’t pretend I can.
What we can do is combine your Strategic Growth Scorecard, pre-session diagnostic, financial and sales information and our conversation to identify the most likely primary constraint affecting profitable revenue growth.
Sometimes that will give us a clear answer. Sometimes we’ll identify an area that requires deeper investigation.
Either is considerably more useful than throwing another solution at a problem you haven’t properly diagnosed.
Who this is for
Built for expert-led professional services firms.
The Growth Constraint Diagnostic is designed specifically for owners, Managing Directors and Partners—particularly where:
The owner is still heavily involved in winning significant business.
Revenue growth is inconsistent or has plateaued.
Referrals and relationships generate most new opportunities.
Technically capable people aren’t yet commercially capable.
The pipeline exists but isn’t converting predictably.
Revenue is increasing without the profitability you expected.
This isn’t designed for startups looking for product-market fit or businesses simply wanting someone to generate leads for them.
Diagnosis before prescription
You may not need more sales or marketing.
I may tell you that you don’t need another salesperson.
I may tell you not to spend more on lead generation yet.
I may tell you that sales training isn’t the first priority - or that the problem isn’t your salespeople at all.
Equally, we may discover that opportunity generation really is the constraint.
The point is that we don’t decide the answer before we examine the evidence.
Free. No obligation. 5 minutes to your clearest next step.
After the diagnostic
There are three perfectly legitimate outcomes.
Outcome one
You run with it yourself.
You'll know the constraint, the three things worth doing in the next 90 days, and what to leave alone. Most owners can act on that without further help.
Outcome two
You'll know exactly what kind of help you need.
If the constraint sits outside my area, I'll say so and tell you what to go looking for. Knowing that is worth more than being sold something that doesn't fit.
Outcome three
It sits within the work I do.
Usually that means the answer is in your clients rather than your process, and the next step is structured interviews with them. If that's where we land, I'll tell you what it involves. Separate conversation, no obligation.
Common questions
Before you book.
What do I need to prepare?
You’ll complete the Strategic Growth Scorecard and a detailed pre-session Growth Constraint Diagnostic. It will cover your current revenue and profitability, pipeline, sales activity, website, LinkedIn and the way opportunities move through the business. I’ll review this before we meet.
Do I need perfect sales data?
No. Bring the best information you have. If important figures aren’t visible or reliable, that absence is useful diagnostic evidence in itself.
Will you diagnose the entire organisation?
No. This isn’t a comprehensive organisational audit. The promise is to identify the most likely primary constraint affecting profitable revenue growth, based on your information and our working session.
What do I need to prepare?
You’ll complete the Strategic Growth Scorecard and a detailed pre-session Growth Constraint Diagnostic. It will cover your current revenue and profitability, pipeline, sales activity, website, LinkedIn and the way opportunities move through the business. I’ll review this before we meet.
Will I be sold a larger consulting engagement?
The diagnostic stands on its own. You may be able to address the constraint internally, it may require expertise outside my area, or it may sit within work I can help implement. Any conversation about further support happens separately, with no obligation to continue.
What do I need to prepare?
You’ll complete the Strategic Growth Scorecard and a detailed pre-session Growth Constraint Diagnostic. It will cover your current revenue and profitability, pipeline, sales activity, website, LinkedIn and the way opportunities move through the business. I’ll review this before we meet.
Your next step
Not sure whether this is the right starting point?
Book a short 15-minute conversation with me. Tell me what’s happening, where you’re trying to take the business and what you’d like to get out of the diagnostic. I’ll tell you whether I think the Growth Constraint Diagnostic is the right next step.
Free. No obligation. 15 minutes to your clearest next step.