Flat revenue growth
This is a pre-completed example output — use it to understand the style and depth, then run your own analysis.
My understanding of your challenge
You have a business that delivers well — clients are satisfied, delivery quality is high — but growth has stalled. That mix is particularly frustrating because it rules out the easy explanations (poor service, weak capability) and points to a market-facing issue: demand creation, positioning, and how you win new accounts. The tension is that your team is proposing a capacity solution (‘hire more salespeople’) while the symptoms suggest a strategy problem: unclear differentiation, narrow routes to market, and over-reliance on a small client base. In similar firms, this becomes a slow drift: great delivery masks weak growth fundamentals until concentration risk becomes existential. This matters now because the longer you stay flat, the harder it becomes to attract senior talent and to invest ahead of the market — competitors with clearer messages and tighter go-to-market systems compound faster.
Initial diagnosis & what this really is
This is most consistent with a go-to-market operating model and proposition clarity issue — not a pure sales capacity problem. In professional services, growth usually depends on a few repeatable mechanics: a clear ‘why you’, a point of view that makes you memorable, and a pipeline engine that is more than relationships. It’s often mistaken for a ‘not enough outreach’ problem. Outreach volume matters, but without a differentiated offer and a credible target segment, more outreach typically produces more noise and lower win rates. Across the sector, market signals suggest buyers are more cautious and more comparative: they want specialists, proof, and clear outcomes. Generalist messaging is being punished.
Key risks & failure modes to be aware of
A typical failure mode is spreading bets too widely: chasing too many segments and offers, which dilutes marketing, confuses sales, and makes delivery look generic. Another is over-indexing on hiring salespeople without changing what they are selling — resulting in expensive underperformance and internal blame. Well-intentioned efforts fail when leadership drifts to tactics first (CRM, outreach cadence, new decks) without making the core strategic choices: who we serve, what we are best at, and what we will stop doing.
Suggested strategic approach
Start with focus and proof. Pick 1–2 priority segments where you already have credibility, and articulate a clear point of view tied to buyer pain. Then build a repeatable pipeline motion around that: case-led content, warm introductions through existing clients, and a simple qualification and pursuit process. Sequence matters: positioning first (so you’re compelling), then pipeline mechanics (so it’s repeatable), then capacity (so growth can be delivered). A deeper version would include competitive positioning and message testing with buyers.
Indicative timeline of activities
Phase 1: Diagnose & Align
Focus of activity:
Clarify target segments, analyse wins/losses, and define a differentiated point of view.
Intended outcome:
A small number of clear strategic choices and a narrative the whole firm can sell consistently.
Phase 2: Design & Decide
Focus of activity:
Design a go-to-market motion: offer packaging, pipeline stages, pursuit roles, and content plan.
Intended outcome:
A repeatable system to create and convert demand — not just relationship-driven selling.
Phase 3: Mobilise & Execute
Focus of activity:
Run focused campaigns, improve qualification, and scale what works.
Intended outcome:
Improved win rates and pipeline health, with reduced concentration risk.
Early KPIs & signals to track
Qualified pipeline coverage
Progress signalValue of qualified pipeline vs revenue target (by priority segment).
Win rate by segment
Leading indicatorTrack win rate separately for priority vs non-priority segments to test focus.
Client-driven introductions
Leading indicatorNumber and quality of warm intros from core clients — a key leading signal in services firms.
30 / 60 / 90-day way forward
Next 30 days — Clarity & alignment
Run a fast diagnostic: where growth has historically come from, why you win, and what clients actually value. Use win/loss reviews and a short set of client conversations to pressure-test your differentiation. Make 1–2 strategic choices on focus: target segment and primary offer narrative. Align leadership so the whole firm stops selling ‘everything to everyone’.
Next 60 days — Decisions & design
Package your offer so it is buyer-friendly: clear outcomes, proof, scope boundaries, and case studies. Build a simple pursuit process: qualification, solutioning, pricing guardrails, and a cadence for pipeline reviews. Launch one focused campaign per priority segment, with content and a shortlist of target accounts.
Next 90 days — Mobilisation & early execution
Scale the motions that work. Add capacity only once the offer and pipeline system is producing repeatable opportunities. Introduce lightweight enablement: one messaging guide, standard case assets, and coaching on qualification and executive conversations.
Questions a consultant would ask next
These questions expose assumptions, highlight decision points, and signal where deeper work is required:
- 1.What segment do you already have the most credible ‘right to win’ — and what evidence supports that?
- 2.If a buyer compared you to two close competitors, what is the one reason they would choose you?
- 3.Where do deals typically stall: awareness, qualification, solutioning, pricing, or decision cycles?
- 4.Which partners/leaders are consistently generating pipeline, and what repeatable behaviours can be scaled?
- 5.What would you stop selling (segment/offer) to create focus and free up capacity for growth?
What a deeper plan would unlock
A deeper plan would turn focus into an operating system: account lists, pursuit roles, a content calendar, and governance that keeps the firm aligned. It would also add competitive benchmarking and message testing, plus an executive-ready narrative you can use with clients, partners, and your own team to drive consistent selling.