The growth you're
looking for is
already inside
your
business.
Most small businesses don't have a lead problem. They have a follow-through problem: customers who quietly stop coming back, follow-ups that never happen, referrals nobody asks for. I find where the revenue is going, put a number on it, and hand you the plan to recover it.
60 min
The whole audit
$0
Cost to find out
4
Places revenue hides
90 days
To install the fix
You're not
underperforming. You're
losing opportunities.
You built something that works. The phone rings, the work gets done, the invoices go out. And yet the number at the bottom of the month never quite matches the effort at the top of it.
That gap usually isn't a strategy problem. It's a handful of small, ordinary breakdowns nobody owns, the kind that never show up on a P&L as a line item called money we lost. They show up as a customer who came every six months and then didn't in March. A quote that got sent and never followed. A great employee who left and took three friends with them.
WHERE IT USUALLY HIDES
MOST COMMON FIRST
Lead follow-up
Customer retention
Referrals
Employee turnover
Ordered by how often each one turns up first. Yours will rank differently, which is the point of doing an audit.
Individually, none of it feels urgent. Together, it's usually the difference between the business you have and the business you thought you'd have by now.
The four opportunities
Customer retention
The customers you already won are the cheapest revenue you'll ever get, and the easiest to lose without noticing. Most owners can't tell you who stopped buying last quarter, only that the month was soft.
Read more about retention →Lead follow-up
Leads rarely go cold because they weren't interested. They go cold because nobody called back on day three. The gap between getting the inquiry and working the inquiry is the fastest money you're losing.
Read more about follow-up →Referrals
Your happiest customers are willing to send you business. Almost none of them will do it unprompted. If there's no system, there are no referrals, just luck.
Read more about referrals →Employee retention
Every person who leaves takes process knowledge, customer relationships, and months of training with them. Turnover is a revenue problem wearing an HR costume.
Read more about turnover →What changes
The change isn't really about revenue. It's about a business that holds
together without you having to hold it together.
You see customers leaving before they're gone.
Not in the quarterly numbers. In week two, while there's still something to do about it.
Every lead gets worked the same way.
Whether you're in the building or on a plane. The process doesn't depend on who happens to pick up.
Referrals show up on a schedule.
Because something asks for them on purpose, instead of waiting for a customer to be in a good mood.
When someone leaves, the process stays.
They take their laptop. They don't take the only copy of how things work.
In their words
FROM OWNERS WHO RAN THE PLANCharlie found in one hour what I'd been guessing at for two years. Turns out we were losing regulars at about the nine month mark and nobody was watching for it. We're catching them now.
I thought our problem was not enough leads. He showed me we were only calling people back once. Once. We changed that one thing and the month after was our best in three years.
The audit alone was worth paying for and he didn't charge me for it. I ran half the plan myself and brought him back for the rest.
He wrote down how we actually do things. When our lead tech left in March it cost us a person instead of a process, and that's the whole difference.
What the audit document
actually contains
Usually six to nine pages. Written in plain language, not consultant language. Yours to keep and yours to act on without me.
Every gap I found, named plainly, in the order it is costing you money.
My estimate of what each one costs per year, with the arithmetic shown so you can argue with it.
What I would do about each, and roughly how long it takes.
What to fix first, and what to deliberately ignore for now.
What you can run yourself versus what genuinely needs help.
Revenue audit
Page 3 of 8
Finding 02
Inquiries are not worked after day two.
Estimated annual cost
your number here
How it works
STEP ONE
The Revenue Audit
We talk for about an hour. I ask how customers come in, what happens after they do, what happens when they don't come back, and how your team runs day to day. Then I put it in writing: where you're losing revenue, what I estimate each spot is costing you, and what I'd do about it, in what order.
No pitch. No commitment. You keep the document either way.
STEP TWO
Pick your shape
The audit ends with a plan, and the plan is yours regardless. Some owners take it and run it in house. Some want the person who found the gaps to be the person who closes them. If that's you, there are two ways to work together, built for different situations.
A fixed 90-day build, or an ongoing seat in your business.
STEP THREE
Close the opportunities
We work the plan in priority order: biggest gap first, cheapest fix first where those agree. Month one is usually one system built and running. Month two is the second, plus training your team to own the first without me.
You know what changed and what it was worth, because we measured before we started.
Two ways to work together
Only if you want them. The plan is yours either
OPTION A
The Project
A 90-day engagement, fixed scope, priced from what the audit finds. I build and install the fix: the retention process, the follow-up cadence, the referral system, and train your team to run it without me.
At the end of 90 days it's yours, and it keeps working.
Best for: owners who know something’s broken and want it fixed properly, once.
OPTION B
The Seat
Fractional and ongoing. I hold a seat in your business as the person who owns retention, follow-up, and referrals, the way a head of revenue would, without the salary of one.
Regular working sessions, live accountability, and someone watching the numbers between them.
Best for: owners who don’t want another project, they want the function permanently.
Fifteen years of being the person companies trust with the relationships that matter.
Trainer supporting teams and customers at the highest level, in both large and one to one settings. Six years of being the person who makes complicated things make sense to someone who doesn’t want a lecture.
⬤
Managed and grew relationships with small business owners and local operators in automotive. This is where I learned what retention actually looks like in a business without a department behind it: no CRM hygiene, no handoff process, and an owner doing four jobs at once.
⬤
Led customer success teams for a large enterprise portfolio at a software company doing over $70M in annual revenue. I catch accounts before they quietly leave, build plans that stick, and make the numbers.
⬤
I’m a translator. I take what’s complicated, identify what’s actually broken, and make the next step obvious.I did it for fifteen years at companies big enough to have a department for it. The businesses that need it most don’t have one. That’s the whole reason this exists.
⬤
“If you want a partner who sticks with you until the numbers change, you're in the right place.”
Questions you might have
Yes. Completely free, no obligation, and you get the written summary either way.
That's exactly why I do this. The audit is one hour of yours. After that it's about an hour a week, sometimes two during a build. Your time is the constraint I work around, not the resource I spend. If a fix requires ten hours a week from you, it's the wrong fix.
I've spent years inside owner-run service businesses that don't have a marketing department or a revenue team. The pain points look similar across them because the causes are process, not industry. What changes is where they hide, and finding that is what the audit is for.
Every engagement is different. You get a real number at the end of the audit, based on what we found and what actually needs fixing.
Usually not. Most owners bought good software and never got the process built around it. The tool isn't the problem; nobody owning the follow-up is the problem. Often the fix is configuring what you already pay for.
It stays between us. I'll sign an NDA before the audit if you want one, and I don't use client specifics as examples without written permission.
Let’s find out what it’s costing you
A 60-minute conversation. No pitch, just clarity. You leave with a written picture of where your money is going, even if we never work together.
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