Revenue Growth Consulting
Revenue that compounds, not spikes.
End-to-end revenue growth strategy built on acquisition economics, retention systems, and operating cadence, so the curve bends up and stays up.
Most companies that come to me with a "growth problem" actually have a systems problem. They have acquisition but no attribution. They have leads but no pipeline model. They have revenue but no repeatability. Revenue growth consulting is the engagement that connects all the pieces: the strategy, the acquisition engine, the CRM that tells the truth, and the reporting cadence that keeps the team aligned on what is working. The outcome is a business that knows exactly which inputs produce which outputs, and can compound those inputs intentionally.
Why revenue growth requires a systems approach rather than a channel approach
Revenue growth is the output of a system. The system has inputs: acquisition spend, conversion rates, average deal value, and retention rates. It has processes: the campaigns, sequences, and CRM workflows that move buyers through stages. And it has levers: the specific variables that, when changed, produce a disproportionate impact on the output. Companies that treat revenue growth as a collection of independent marketing projects, trying LinkedIn this month, a website refresh next month, a new SDR hire the month after, rarely achieve compounding growth because they are changing multiple variables simultaneously without a model that isolates the effect of each. Revenue growth consulting maps the system first, identifies the single highest-leverage constraint, designs an intervention that changes that constraint specifically while keeping other variables stable enough to measure, and then moves to the next highest-leverage opportunity. That sequencing is what distinguishes managed revenue growth from opportunistic marketing activity.
Acquisition, retention, and the expansion revenue layer
Most companies with a revenue growth challenge are focused entirely on acquisition while the constraint is elsewhere. Acquisition that produces customers who churn within 6 months generates revenue without compounding value: every month the business must acquire replacement customers just to maintain the current revenue level, let alone grow it. Retention, measured as the percentage of customers who remain active and paying over time, is the multiplier that determines whether acquisition investment compounds or merely recycles. Expansion revenue, from upsell, cross-sell, or tier upgrades within the existing customer base, is typically the highest-margin revenue available to any business with an existing customer relationship. The revenue growth engagement maps all three layers: what is the acquisition rate and the true CAC, what is the retention rate by cohort and what does that imply for LTV, and what is the expansion revenue as a proportion of total ARR? The prioritisation of interventions follows from which layer is furthest below the benchmark for the business stage.
Operating cadence: the infrastructure that keeps compounding from reverting
Revenue growth that sustains itself without constant senior leadership intervention requires a structured operating cadence: a defined rhythm of measurement, review, and decision that keeps the growth system performing. The cadence typically includes a weekly metrics review covering the leading indicators of revenue health such as new MQLs, pipeline velocity, and conversion rates at each funnel stage; a monthly strategy review that examines lagging indicators and evaluates whether the current strategy is on the expected trajectory; and a quarterly recalibration where the channel mix, ICP targeting, and offer structure are reviewed against the previous quarter data. Without this cadence, growth tends to be episodic: a new campaign launch drives a short-term spike, the team celebrates, the spike subsides, and the next initiative starts from scratch. With the cadence, growth becomes managed: the team has a shared model of what is working, what is not, and what the next highest-leverage action is, and decisions are made from that shared understanding rather than from competing intuitions.
End-to-end mapping of your acquisition → activation → retention → expansion model, with CAC, LTV, and payback period quantified at each stage.
A quantitative model of your business showing how every lever, spend, conversion rate, churn, affects ARR, CAC payback, and contribution margin.
Data-driven channel selection ranked by incremental revenue potential and CAC economics, not by what worked for a different business at a different stage.
Demand generation campaigns, CRM configuration, and attribution chain built to fill the top of the funnel and measure every stage to close.
Churn identification model, expansion triggers, and reactivation workflows that increase revenue from the customers you already have.
Weekly and monthly review frameworks, North Star metric definition, and escalation thresholds so growth is actively managed, not passively reported.
- 01Revenue audit: map every revenue stream, the inputs that drive each, and the biggest gaps between current and potential performance.
- 02Growth model: build a quantitative model that shows the relationship between acquisition spend, conversion rates, retention, and ARR.
- 03Constraint identification: identify the single biggest lever, the one intervention that unlocks the most incremental revenue, and prioritise that first.
- 04Build the system: execute on acquisition, CRM, attribution, and automation in sequence so each layer supports the next.
- 05Operating cadence: establish the weekly rhythm that keeps the revenue engine running and compounding without constant intervention.
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