Growth Systems Review, for companies
Is it a system, or does it only look like one?
We review how your company actually generates revenue, from the first conversation to the fifth year of a customer. You learn where it leaks, what to fix first, and whether the system fits the game you are playing.
The first read is free and takes about ten minutes.
What it is
From the inside, it rarely looks broken.
Revenue still comes in. The team is busy and the CRM is full. Growth has simply stopped matching the effort. These are the sentences we usually hear first.
The pipeline is full, and the forecast is still wrong.Contacts without buyers
Everybody with a budget is our customer.No enforced ICP
We doubled the outreach. The meetings stayed where they were.Activity without pull
We pay for AI tools. Nobody sells differently because of them.People without a machine
Nothing big closes unless the owner is in the room.Revenue runs through one calendar
Every new customer seems to cost more than the last one.Growing at a loss
We win the deal, and a year later the account is gone.Winning deals, losing accounts
Our best customers belong to one salesperson. Or to the distributor.Revenue you do not own
None of these is a training problem. Each is a system doing exactly what it was built to do. The review finds which one, and what changes it.
Which game
Before we look at anything, we ask which game you are playing.
The same weakness means different things in different companies. So the first question is not what is broken. It is what the owners actually want the company to become.
Take the market
"We will lead our vertical."
You intend to be the reference in your segment. That means capital ahead of revenue, a high tolerance for risk, and a team wired for constant change and big expectations. The reward is large. So is the cost of getting it wrong.
- Capital
- Raised or reinvested ahead of revenue
- Risk
- Accepted for share
- People
- Built for speed and change
- Execution
- Big moves, fast correction
Compound the business
"We will grow ten percent, every year."
You intend to grow steadily on your own terms. Predictability wins. Execution improves in increments, risk stays controlled, and the team is built for consistency rather than constant reinvention.
- Capital
- Funded from what the business earns
- Risk
- Stable and contained
- People
- Built for consistency
- Execution
- Small levers, every quarter
Both are legitimate. The expensive failure is playing one game with a system built for the other: a market-taking ambition funded like a steady business, or a steady business pushed at a pace nobody signed up for. The review checks that your commercial system, your capital and your people match the game you have chosen.
What we read
Revenue problems show up in sales. They are rarely caused there.
We read the company as a structure that carries revenue, and look for where the load is actually failing.
Where the company is going, whether the leadership team shares it and believes the target, and which game it is playing.
What you sell and how disciplined the pricing is, who you sell to and who can actually say yes, and the proof that makes a buyer believe you.
Outreach that converts, a forecast you can plan against, and what happens to a customer after the first deal.
What a customer costs and returns, whether growth pays for itself, a CRM and AI that are used rather than owned, and who holds the customer relationships.
First read
30 questions, about ten minutesStart with ten minutes of honest answers.
Thirty questions on how your company actually generates revenue, from the first conversation to the fifth year of a customer. Answer for the company as it runs today, not as it runs on a good day.
Thirty questions, then your result.
Seven short sections on how your company generates revenue. You see the result on screen as soon as you finish. If you want our written read on it, you leave your email at the end, not before.
Want our written read on this?
One of us reads it and replies within two working days with what we would look at first in your company. If the survey says you do not need a review, that is what we will tell you.
Your answers and details are used to prepare your result and any follow-up conversation. They are kept for up to 24 months from our last contact, never sold or shared, and deleted on request. Privacy notice.
How it works
Three steps, each one worth stopping after.
Every step ends in something you can use on its own. If the first read is enough, it is enough.
First read
Thirty questions on this page. You see the result on screen as soon as you finish, and one of us sends a written read within two working days.
The review
We work from evidence:
- The last fifteen won and lost deals, and who could really say yes
- CRM, pipeline and forecast against what actually landed
- Outreach and channels, and which ones produce meetings
- AI in research, preparation and follow-up
- Listening to the team and to real sales calls
- Which decisions wait for the owner, and how often
- Short conversations with a handful of customers
The readout
The indicative verdict in one sentence. At most three priorities, each with an owner and a result. The game check: whether your system, capital and people fit what you want.
Ninety days later, a short re-read of whether the numbers moved. We hold ourselves to the diagnosis too.
You will not get a strategy document.
You get three decisions, the people who own them, and the numbers that will tell everyone whether they worked. A review that ends in a forty-page deck has usually failed at the part that matters.
After the review
Three ways forward. You choose.
The review is priced to stand on its own. What follows depends on what it found and on who in the company can carry the fix.
Your team fixes it
You have the people. You get the priorities, the owners and the numbers, and we come back after ninety days to check whether they moved.
We fix it with you
A fixed ninety-day sprint on the priorities from the readout: sales process, ICP, outreach, AI in the daily workflow, forecast rhythm. Built inside your team, so it stays when we leave.
A seat, if one is needed
Sometimes nobody in the company can own the result. Then a fractional commercial leader is one option we may discuss. It is a possible next step, never the point of the review.
How a fractional seat worksWhen we are the wrong call
Read this before you start.
We would rather lose the review than sell the wrong one.
We do not generate leads or run campaigns. We try to fix the system that should, and tell you who is good at the execution if you need it.
Training people inside a broken system teaches them to work around it. We look at the system first.
There are good firms for that. From us you would get three decisions.
Before the market pulls, you belong in every sales conversation yourself. No system replaces that stage.
Two partners, two lenses.
Martin Fabry
Pipeline, pricing, channels and distributors, market entry and the commercial team. Seventeen years in international B2B sales across more than thirty markets.
Vladimír Houba
Decision flow, the owner's calendar, how sales and delivery connect, and how the team actually works. C-level across startups, scale-ups and corporates.
Both of us read every review. There is no junior team and no intake desk.
Find out which game you are playing, and where the system leaks.
Ten minutes, free. The result is on your screen at the end, and one of us reads every survey.