Proof
What senior diagnosis actually changes.
Anonymised engagement stories in a consistent format: what the business believed the problem was, what the work found, what changed as a result. Sector and scale are named; clients are not. Every claim here is directional and evidenced in the underlying work — we would rather be useful than dramatic.
Clients are anonymised by default. Sectors and revenue bands are accurate. Outcomes are stated as direction and decision quality rather than headline percentages, because a diagnostic's value is usually the investment avoided as much as the revenue added.
Track record
Senior time, across a lot of spend.
Two founders, both senior-side for their whole careers. The pattern recognition behind a diagnostic comes from having seen the same constraints repeat across thousands of campaigns, dozens of categories and every size of team.
5,000+
Growth and media campaigns worked across
Agency, consultancy and client-side
20+
Years of combined senior growth experience
Strategy, acquisition, CRO, retention and measurement
3
Business models covered in depth
Ecommerce, B2B lead generation, consumer omnichannel
£500k–£10m+
Annual marketing investment reviewed
Typical client marketing budget range
Sectors worked in
- Home & interiors
- Fashion & apparel
- Health & supplements
- Financial services
- Commercial lending
- B2B SaaS
- Multi-site retail
- Marketplaces
- Professional services
- DTC consumables
Disciplines covered
- Growth strategy and prioritisation
- Paid acquisition and channel economics
- Organic and AI-era discovery
- Conversion rate optimisation
- Retention, CRM and lifecycle
- Measurement and incrementality
- Team, agency and capability design
UK proof library
Anonymised UK engagements with quantified movement against a stated baseline. Search or filter by business model, stage, sector, region and the constraint we found, to see the cases closest to your situation.
Business model
Company stage
Sector
UK region
Constraint found
6 case studies
- Ecommerce & retailHome & interiorsSouth East England
The acquisition problem that was a retention problem
A considered-purchase retailer was convinced rising acquisition costs were the constraint. The customer economics said the business was buying good customers and then losing them.
- Second-order rate
- +21% to +28%
- Contribution margin per customer
- +11% to +15%
- Scale
- £12m–£18m online revenue
- Engagement
- Growth Diagnostic
- B2B lead generationCommercial lendingLondon
More leads, fewer customers
Lead volume targets were being beaten every month while closed revenue flattened. The constraint sat in qualification and handover, not demand.
- Lead-to-opportunity rate
- +34% to +41%
- Total lead volume
- −26% (by design)
- Scale
- £20m+ revenue, seven-figure marketing budget
- Engagement
- Growth Diagnostic
- Ecommerce & retailHealth & supplementsNorth West England
The channel that looked free
Platform-reported return was strong and rising. An incrementality read showed a significant share of that revenue would have happened anyway.
- Measured incrementality of lower-funnel spend
- 38% to 52% of reported revenue
- Lower-funnel budget reallocated
- ≈24% of monthly media
- Scale
- £8m–£12m online revenue
- Engagement
- Growth Diagnostic
- Consumer omnichannelMulti-site retailMidlands, UK-wide estate
Digital was driving the stores, and nobody could prove it
Online revenue was a small share of the group, so digital investment was treated as marginal. The digital channel's real job was filling stores.
- Digitally influenced store revenue newly measured
- 4.6× reported ecommerce revenue
- High-intent journey completion
- +18% to +25%
- Scale
- £30m+ group revenue
- Engagement
- Growth Diagnostic
- B2B lead generationB2B SaaSScotland
The busy plateau
A capable team delivering a great deal of activity, with flat growth. The constraint was organisational, not channel-based.
- Active initiatives
- From 31 to 7
- Initiatives with a named owner and target metric
- From 23% to 100%
- Scale
- £6m–£10m ARR
- Engagement
- 90-Day Growth Sprint
- Ecommerce & retailFashion & apparelYorkshire
Invisible in the only place that mattered
Brand demand was healthy and growing. Category and comparison demand — where new customers actually start — was going almost entirely to competitors.
- Non-brand share of organic entries
- From 14% to 27%
- Non-brand organic revenue
- +42% to +55%
- Scale
- £15m–£25m online revenue
- Engagement
- Specialist Growth Programmes
Find out which of these patterns is yours.
Start with the Growth Economics Snapshot to see where the biggest economic lever sits, or talk to us and we will tell you what we would look at first.