Most companies reach us through one of these doors. Which one is yours?

Door 1: The Top Performer Gap

When founder steps back, deals grind to a halt

Your top rep closes 47% of deals. Everyone else: 13%. When you ask what she does differently, she says 'I just listen for when they realise their approach isn't working. You can't scale instinct.

Extract the buying job
We interview the customers who bought from her. We find out why your last 10 deals closed: the trigger that forced change, the internal risk that nearly killed it, the moment they decided to stop evaluating. Most teams have never asked.

Codify the decision pattern
We turn what we heard into something your team can use: the trigger signals worth chasing, the language that moves decisions forward, the questions that separate real pipeline from wishful thinking.

Install it across the team
Sales, marketing, C-S learn to hear the same signals and respond the same way. New hires ramp in 3-4 months not a year.

Make growth system led
When the pattern is shared, variance drops. Win rates stabilise. Revenue starts tracking to forecast rather than founder availability."

Door 2: The No-Decision Problem

60% of your pipeline ends in 'no decision

Your forecast said £2M by the end of the quarter. The final meeting went well. The prospect said "we'll circle back next week." Six weeks later: radio silence. The problem is that nobody has mapped the increments a buyer actually has to move through before they can say yes, and your reps are pushing their own process against the grain of the buyer's.

Extract the buying job
 We find the sequence: the internal trigger that opens the opportunity window, the approvals that must happen, and the risk that must be neutralised before anyone signs. Most teams have a sales process. Almost none have a documented map of how their buyers actually move from problem to decision.

Codify the decision pattern 
We turn that map into something your team can use: the buying increments that mark genuine progress, the questions that help a buyer take their next step rather than extract information for your CRM, the meeting structures that make the buyer's commitment obvious,  to them, as well as to you.

Install it across the team
Reps learn to read where a buyer is in their process, not just where the deal is in the pipeline. Meetings become decision events. Every conversation ends with a buyer-owned next step, not a seller follow-up. Discovery stops feeling like interrogation.

Make growth system-led
When your team understands how buyers move, not how sellers sell, "no-decision" drops, forecast accuracy improves. Deals that are going to close, close faster. Deals that aren't, surface earlier.

Door 3: Post-Raise Malaise

You hired 5 AEs. Conversion didn't move

"90 days post-merger, or post-raise. Pipeline's up 40%. Conversion stuck at 16%. You're tracking to £8M, not £12M. The team is capable. The product is real. But nobody extracted the buying pattern before the deal closed — while the founders were still in the room, the customers still fresh, the evidence still warm. That window is gone. The board will ask why you waited.

Extract the buying job
This is the work that should have happened during commercial due diligence, before IC, while access was open, and the pattern was visible. We do it now. Why the last 10 deals closed. The trigger. The risk that nearly killed it. The moment the buyer committed. Documented as a commercial asset the portco owns from day one: not a consultant's slide deck, a transferable system.

Codify the decision pattern
The team you inherited isn't the team that closed those deals. Some are new. Some came with the acquisition. All of them need a shared language, not a history lesson about what used to work, but a clear, coachable framework for how this buyer moves from problem to decision. Confidence comes from knowing the pattern. Competence comes from practising it.

Install it across the team
An inherited team with a documented buying pattern onboards faster, aligns quicker, and stops reinventing the conversation from scratch. New hires learn the triggers, the language, and the qualification signals in weeks, not through war stories, through a system.

Make growth system-led
The £12M number becomes reachable. The commercial asset built in weeks one to four compounds across every hire, every vertical, every new market. And when the board asks what changed, the answer is: we built the thing we should have built at diligence.