In that order. Most failed systems projects skip the middle step and try to automate the chaos. That's how you end up with a very efficient machine for losing leads. Two ways to start: an audit to find what's actually wrong, or a build when you already know. Both cover the numbers and the process behind them. Most owners start with the audit.
Count everything. Trace every lead path end to end, and every record from entry to report. Audit what the vendors and the systems report against what actually happened. No fixes yet. Just evidence, documented well enough to end arguments.
Repair the plumbing. Tracking that counts, systems that talk to each other, reporting that reflects reality. Built simple enough that your team runs it without me.
The step most rollouts forget. A system nobody uses is a leak with better branding. Automate what's proven, not what's hoped.
For any owner or team that suspects something is off but can't prove it.
A fixed-fee deep dive into one revenue path, from first contact to booked work to repeat and referral. I count what nobody has counted: every lead path, every handoff, who owns each step, where the decisions get made, and every number your tools and vendors report against what actually happened. Your vendors grade their own homework. I check it.
You walk away with documented evidence, confirmed more than one independent way, and a phased roadmap. What to fix now, what to fix next, and what to stop paying for. The plan is yours to keep, whether or not you ever hire me to build it.
For when you know what's broken and want it fixed, or the audit just told you.
This is the other half of the job. I connect and rebuild the systems and the operating process behind your numbers, so the tools stop fighting each other and the handoffs stop dropping leads. Tracking that actually counts, systems that talk, and reporting that reflects reality. Automation comes after the process is proven, never before.
I build on the tools you already own, kept simple enough that your team runs it without me. Dependency on a consultant is a leak too.
Not a third thing to buy. What some clients want once the build is working.
Systems drift. People leave, tools update, new channels appear, and the numbers slowly stop matching reality again. So for some clients I stay on and own it: the agreed systems, the processes, and the operating cadence, month to month.
What I own is named and bounded, not open-ended. The audit and the build establish which systems and which processes are mine to keep true, and we write that down before it starts. For some clients that can mean a Revenue Command Center, one screen with the numbers you run the business on. For others it is the CRM and the follow-up nobody owns, the integrations, the vendor nobody is checking, or the reporting the team has quietly stopped trusting. Month to month, no lock-in.
That's normal. The symptom rarely matches the disease. Describe what's bugging you and I'll tell you where I'd start looking.