Growth & Revenue
Growth and revenue: pricing, margin, market motion, and cash
Growth and revenue work sharpens the economics of the business: what it costs to earn a dollar, whether price reflects the value delivered, which market motion produces the next stage of revenue, and whether the cash cycle can fund it. It is organised in five areas, each scoped and quoted separately.
The five areas
The five groups read in the order the questions tend to arrive: what the numbers say, then price and margin, then the market motion, then the plan, then the cash that funds it. Each group states what it covers and what it ends with.
01
Profit acceleration
A structured read of revenue, pricing, and cash — then a sequenced plan rather than a list of ideas.
- Profit Acceleration Strategy — a review of where margin leaks, supported by our own diagnostic tool, ending in a prioritised playbook
- Opportunity assessment — the findings ranked by what they are worth and what they cost to fix, with the ones not worth pursuing stated as such
Deliverable: A diagnostic summary and a sequenced profit plan.
02
Pricing & margin
Whether price, discounting, and product mix are capturing the value the work actually creates.
- Pricing & Margin Optimization — an audit of list price, discount behaviour, and mix, with the changes ranked by margin effect
- Offer and packaging review — what is bundled, what is discounted by default, and where the price is being negotiated down before it is tested
Deliverable: A pricing review with recommended changes and the reasoning behind each.
03
Revenue growth & go-to-market
The revenue motion — channels, offers, and route to market — and how it is launched or repositioned.
- Revenue Growth Strategy — the revenue engine designed around where the market is heading rather than where it has been
- Go-to-Market Strategy — market entry or repositioning: the offer, the message, and the rollout sequence
Deliverable: A written growth or go-to-market plan with owners and sequence.
04
Strategic planning & execution
Turning the plan into work with dates, owners, and a cadence that survives the quarter.
- Strategic Planning & Goal Execution — annual strategy broken into sprints, with an accountability system that keeps it moving
- Plan review cadence — the reviews that keep priorities current, including what gets dropped when capacity does not match ambition
Deliverable: An annual plan broken into owned, dated initiatives.
05
Cash flow & working capital
The mechanics behind the cash number: timing, terms, cost structure, and what growth consumes.
- Profitability & Cash Flow Improvement — the levers that move cash — invoicing timing, payment terms, cost structure, and working capital
- Growth funding check — what the next stage of growth requires in cash, and whether the current model funds it or borrows against it
Deliverable: A cash lever map with the sequence of changes to make.
How the analysis works
The work starts from evidence: revenue by offer and customer type, margin by line, discount patterns, and the timing of cash in and out. From that, three questions get answered — where margin is being lost, what the market motion currently is, and what the current model can fund.
Recommendations are ranked by effect and effort. Where the data does not support a conclusion, that is stated rather than filled in with an assumption presented as a finding.
When growth and revenue work fits
A fit when
- Revenue is rising and margin is not.
- Pricing has not been reviewed since the offer changed.
- The next stage of growth needs a route to market that does not exist yet.
- Plans are made annually and abandoned by the second quarter.
Not the right scope when
- You need a bookkeeping or tax engagement — that is outside this scope.
- The business is pre-revenue and needs product definition first.
- You want a projected revenue number to present rather than a plan to run.
- Pricing cannot change for contractual reasons and no other lever is in scope.
Related capabilities
- Sales & CommercialWhere pricing and go-to-market decisions become a sales motion and a forecast.Read more
- Strategy & TransformationDiagnostic, alignment, and multi-quarter change when the issue is broader than revenue.Read more
- Operations & SystemsThe KPIs, process, and systems the numbers have to come from.Read more
Scope growth work
Tell us which number is not moving
Margin, price realisation, pipeline, or cash — naming the number that is stuck is a practical place to start scoping a first piece of work.
Growth and revenue: common questions
Where does growth work start?
With the constraint that is limiting the business, established from your numbers rather than assumed. For some businesses that is price and discounting; for others it is the route to market, or cash timing that makes growth expensive. The diagnostic is what sorts them, and it is a small first scope rather than a full engagement.
Are these fixed packages or scoped engagements?
Each area is scoped separately and quoted in writing before work starts. The figure depends on the size of the business, how much data exists to work from, and how many functions are involved. No package prices or hourly rates are published on this page.
Do you promise a revenue increase?
No. What a scope delivers is the analysis, the plan, and the changes — the commercial result depends on execution and market conditions. Any figure projected in a plan is labelled as an assumption with its basis stated, not as a forecast guarantee.
Can growth work run alongside sales consulting?
Yes, and it often should: pricing and go-to-market decisions land in the sales motion, so the two are sequenced rather than run in isolation. They remain separately scoped, so either can stop without stranding the other.
Do you need our financial data?
A revenue, margin, and cash view is necessary to be useful, and how much detail is needed depends on the scope. Access is agreed at the start, kept to what the engagement requires, and not used for anything outside it.
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