Four times I've owned this line.
Two as a hire, two as the operator. The same job underneath each one — carrying a business from a new lead all the way through to the revenue it becomes, and building the systems that make each stage visible.
Where a business loses money after the sale
They could tell you what they sold, but not which customers had got value or which were about to ask for their money back. I built a live value ladder placing every paying customer in one of four states with a grounded refund-risk score, an activation funnel that names the biggest drop-off, and a post-mortem engine that explains a specific loss.
Every lead, enriched before the call
The sales team was calling leads off blank records — no company, no headcount, no idea what the business needed. I rebuilt the front of the funnel around enrichment, so every lead reaches a rep already carrying its company context, routed by account size, with calls logging themselves.
A cost base that couldn't survive the next round
The product worked and deals were closing, but every deployment cost too much for the gross margin to be fundable — and the business was about to take those economics into three countries at once. I took the interim COO seat and rebuilt the deployment process end to end rather than trimming around it.
The one where the P&L was mine
A B2B marketplace for the technical vetting and algorithmic matching of marketing technology experts, built from concept and bootstrapped — no outside money to hide behind. I owned the full P&L, managed a team of seven, and built the matching systems the business ran on.
Thirty minutes. No brief required.
We'll work out where your customer lifecycle is losing money and whether it's a problem I can fix. If it isn't a fit, I'll tell you inside the first ten minutes.