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
Engagement stories
Six patterns we see repeatedly. Each one starts with a belief about the constraint that turned out to be wrong.
- Ecommerce & retailHome & interiors
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.
- Scale
- £12m–£18m online revenue
- Engagement
- Growth Diagnostic
- B2B lead generationCommercial lending
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.
- Scale
- £20m+ revenue, seven-figure marketing budget
- Engagement
- Growth Diagnostic
- Ecommerce & retailHealth & supplements
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.
- Scale
- £8m–£12m online revenue
- Engagement
- Growth Diagnostic
- Consumer omnichannelMulti-site retail
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.
- Scale
- £30m+ group revenue
- Engagement
- Growth Diagnostic
- B2B lead generationB2B SaaS
The busy plateau
A capable team delivering a great deal of activity, with flat growth. The constraint was organisational, not channel-based.
- Scale
- £6m–£10m ARR
- Engagement
- 90-Day Growth Sprint
- Ecommerce & retailFashion & apparel
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.
- 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 book a diagnostic conversation and we will tell you what we would look at first.