Let’s skip the part where you pretend you don’t have concerns and I pretend there’s nothing to be concerned about.
Here are the questions most people are thinking but don’t always ask — and the honest answers.
How much will this cost?
A straight answer, because you deserve one.
The Revenue Productivity Sprint — the core engagement — is fixed price and fixed scope. For growth-stage companies (€5–15M revenue), that’s €8,000–€12,000. For Series B–D scale-ups, €25,000–€35,000 depending on team size and complexity. You know exactly what you’re getting and what it costs before anything starts.
The ongoing advisory retainer runs €3,000–€4,000 per month for growth companies and €6,000–€8,000 per month for scale-ups, on a three-month minimum. After that, we make a fresh decision based on whether it’s delivering value.
For GTM Motion Redesign and Revenue Team Design, investment starts at €12,000–€25,000 and gets scoped specifically to your situation before any commitment is made.
What you won’t get is an open-ended engagement with vague deliverables and a monthly invoice that’s hard to justify. Every engagement has a defined scope, a measurable outcome, and a clear end point. If the evidence says it’s working and you want to continue, we continue. If it doesn’t, we stop.
How do I know this won’t waste my time and money?
Because we agree on what success looks like before we start — in writing, with specific metrics and a baseline established before anything changes.
I’ve seen what happens when companies spend six months on AI transformation programmes and end up with three workshops, a glossy framework nobody uses, and zero measurable change in the numbers that matter. That’s not a budget problem. It’s a design problem. The programme was built to feel thorough rather than to produce results.
I don’t do programmes. I do sprints. Narrow scope, fast execution, visible outcome. If it works, we know quickly and build on it. If something isn’t working, we find out fast enough to fix it before it becomes expensive.
The risk isn’t zero — anyone who tells you otherwise is selling something. But the structure is designed to surface problems early, when they’re cheap to correct, rather than late, when they’ve consumed your budget and your team’s patience.
Aren’t you just another consultant telling me AI will fix everything?
No. And frankly, if that’s what you’re looking for, I’ll save you the trouble: I’m not it.
AI is not a strategy. It’s a capability — and like any capability, its value depends entirely on whether it’s applied to the right problem in the right way. Most AI initiatives in commercial teams fail not because the technology doesn’t work, but because nobody asked whether the underlying process was worth automating in the first place.
My starting point is always the commercial problem, not the technology. Where is the output gap? What’s causing it? Is it workflow, incentives, structure, skills, market fit, or something else entirely? Only once that’s clear does the question of whether AI helps become useful.
In practice, AI creates genuine, significant leverage in three or four specific places in a B2B revenue motion. In the rest, it ranges from marginally helpful to completely irrelevant. I’ll tell you which is which — including the places where the honest answer is that AI isn’t the right solution and you have a different problem to solve first.
Why you and not a larger consultancy?
Because larger consultancies are optimised for larger consultancies.
The partner-led pitch gets you a senior person in the room. The delivery gets you a team of people who are less experienced, more expensive than their day rate suggests, and institutionally incentivised to expand scope rather than close it. The output is comprehensive, defensible, and frequently unused. The methodology is proprietary and the engagement is designed to continue.
I work with a small number of clients at a time. The person you speak to in the first conversation is the person doing the work. My incentive is a measurable result that generates a referral — not a billable hour that extends the engagement or a satisfied client who doesn’t feel able to say the work didn’t move the numbers.
I’ve been working with B2B technology and software businesses since 2006. I understand the specific commercial dynamics of your market — the long sales cycles, the pressure on NRR, the SDR productivity debate, the relationship between product motion and commercial motion. I’m not learning your world at your expense.
And I’ll tell you when something isn’t working, when I’m not the right person for a specific problem, and when the honest answer is that you don’t need a consultant — you need to make a decision you’ve been avoiding. That kind of candour is harder to find in a firm billing by the month.
What if we start and it isn’t working?
We stop, reassess, and decide together what to do next.
The sprint structure is designed to surface this question early. By the end of week one — the diagnostic phase — we both have a clear view of whether the engagement is set up to produce a real result. If something looks wrong at that point, it’s far better to adjust scope or change direction than to proceed with a sprint solving the wrong problem.
I don’t hold clients to engagements that aren’t delivering value. The advisory retainer has a three-month minimum because meaningful commercial change takes longer than four weeks to fully embed. But if at three months the evidence says it isn’t working, we don’t continue.
The deal is simple: clear scope, measurable outcomes, honest assessment of whether we’re hitting them. If we are, we build on it. If we’re not, we fix it or we stop.
No hype. No hostages.
Still here? Good. You might be exactly my kind of client.
