Growth that holds up when you look at what it costs to get it.
Revenue growth in the lower middle market is often run on instinct that used to be right: a pricing model set years ago, a sales process that lives in one person's head, a customer base nobody has segmented by what it actually earns.
We work on the levers that decide profitable growth, pricing, the sales engine, and where the next dollar of revenue is worth chasing, rather than growth for its own sake.
Grow where it pays.
Pricing and margin
Reset pricing against real cost-to-serve, and stop subsidizing the accounts that only look busy.
Sales engine
Build a repeatable process so revenue does not depend on one person's relationships.
Customer and segment economics
See which customers and segments earn their keep, and aim growth at them.
Not All Revenue Is Worth Chasing, and Your Growth Plan Should Say So
Most growth plans treat every new customer as a win. The economics of your own customer base say otherwise. The question is not how to grow, but which part of the book to grow.
You Buy Each Customer Once, So the Roof Has to Sell the Next One
A roof you install today won't be replaced for a generation. You paid full price to acquire a customer you'll never sell again, which means the job itself has to do your marketing for years.
A Sales Engine That Does Not Depend on You Being in the Room
In most lower middle market companies, the owner is the sales process. That works until it caps the business, and it always caps the business. Here is how to build the engine instead.
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