Find out what your revenue data actually says.
Go to market engineering and revenue operations for energy and environmental infrastructure.
Start with the auditSame data. One number is on a slide. The other is what is happening.
Your product is good. Your reps can sell.
Something between those two facts is costing you deals and nobody can point at it.
None of that is a people problem. It is what happens when the systems underneath a sales team were built one piece at a time by whoever had a minute.
We find where it is leaking and we fix it.
We know how your business actually works
A lot of what decides your timeline is already published. Your buyers are utilities, municipalities, districts, and agencies. When they decide to spend money, they do it in a public meeting, with minutes. The capital plan is on a website. The bond measure was on a ballot. The permit is in a county database. Most of it exists months before anyone posts an RFP, and by the time the RFP is out the specification was usually written with somebody already in the room.
Your market is small enough to count. There are only so many companies and institutions that fit what you sell, which means you can know the real number instead of estimating it, and you can know who is in it.
Your customers do not all buy the same way. A utility, a municipality, and a private operator have almost nothing in common except that you sell to all three. Blending them into one pipeline number gives you an average that describes none of them.
A first deal is a trial. It either works or you do not get the second one, which makes what happens after the close matter as much as the close.
Pick the one that sounds like your quarter
The founder still closes everything
You have a handful of customers and most of what happened lives in one person's head. It works until it doesn't, usually around thirty or forty accounts, and by then there's no history to reconstruct.
See the work →Your funnel math lives in a spreadsheet
The numbers everyone quotes came from a spreadsheet someone built once. You have a real team now and nobody can rebuild them from the system. Meanwhile a lot of inbound never gets a first touch, because routing was never anyone's job.
See the work →Every number is two things averaged together
You finally have enough volume to compute win rate and cycle length, which means you finally have enough to compute them wrong. A utility deal and a corporate deal don't behave alike.
See the work →New logos are carrying too much
Your base is big enough that percentage growth slows on its own. Repeat business should be carrying more of it, and nothing separates that out so you can see how much it actually carries.
See the work →The RevOps Audit
You fill in a short intake doc. Where you think it is leaking, in your words.
Read only access. We run the checks against your real data.
A findings document. Every leak with a number on it, ordered by what to do first.
Most companies are running three versions of the same revenue engine. The one leadership thinks they built. The one written down in playbooks and CRM fields. And the one your team actually uses to get work done, which usually involves a spreadsheet somebody maintains by hand. The gap between those three is where most of this lives.
- Your actual market size, counted from the real list rather than the number on a slide from two years ago
- Whether your ICP describes the customers you have actually won, or the ones you meant to
- How many of your inbound leads got contacted at all, and how fast
- Records sitting with no owner, or an owner who left
- Your real sales cycle, counting the deals that stalled instead of only the ones that closed
- Whether your win rate holds up when you split it by segment
- How much of your team's week is spent fixing things that should have worked the first time
It is yours either way. If you never talk to us again, you can hand the findings to whoever fixes it.
We build the systems and tell you what the data says. We don't run your revenue org or sit in your standups.
Recorded walkthroughs and writing. You get it on your schedule and you can forward it to whoever wasn't in the room. Meetings when you want one, never on a standing invite.
Start with the audit
Two weeks, $1,000, credited against your first month if you keep going. You get the findings either way.