Business Growth Consulting

Sales that have stopped growing can almost never be fixed by putting more pressure on the sales team. Across five organisations where we held the P&L, the cause was almost always structural: targets allocated without regard to real capacity, roles that mix hunting and farming, a funnel measured at the wrong points, or incentives that punish the very behaviour you want.

We come in the way an operator would: a fast diagnosis on raw data, clear restructuring decisions, and then staying through execution — sitting in the weekly reviews, shepherding change on the ground until the numbers move.

The track record on the execution side — building operations for five market entries, scaling a business from USD 55K to USD 10M per month, opening 28 new cities — is why our growth plans take the shape of a playbook rather than a position paper. Every initiative has an owner, a budget, capacity, and a number someone can be held to.

At the largest recreation park operator in Southeast Asia, this approach delivered +33% year-on-year growth and IDR 10 billion in new B2B revenue within 9 months.