The problem this solves
Speed and rhythm quietly decide funnel performance. Leads answered days after they asked to talk, because no response-time rule exists and no one measures it; follow-up that depends on individual conscientiousness; pipeline reviews that drift into status theatre; and no operating rhythm connecting weekly activity to quarterly targets until the quarter is already lost. None of this appears on a strategy slide, and all of it compounds into the miss the strategy gets blamed for.
How we work
We assess three operational layers. SLAs: what response and follow-up commitments exist, whether they are measured, and what CRM timestamps say actually happens, including speed-to-lead on your highest-intent sources where minutes genuinely matter. Funnel operations: the working rules for how items advance, stall, and get re-engaged, and whether anyone acts when they are breached. Cadence: the meeting rhythm from daily standups to quarterly reviews, and whether each recurring meeting changes decisions or just consumes calendars.
Everything is tested against data rather than self-description, because stated response times and measured ones are reliably different numbers.
The deliverable is an operating discipline scorecard with measured baselines, a gap analysis against what your funnel volume and deal size actually warrant, and a recommended operating model: the SLAs worth committing to, the measurements to install, and a leaner cadence that manages the funnel instead of narrating it.
Deliverables
- Measured speed-to-lead and follow-up baselines from CRM timestamps
- SLA inventory: stated commitments versus measured reality
- Funnel operating rules review covering stall, advance, and re-engagement handling
- Meeting cadence audit rating each recurring forum for decision value
- Recommended operating model with SLAs, measurements, and cadence
What buyers ask before scoping.
How is this different from the Funnel Conversion & Lifecycle Audit?
The funnel conversion audit measures outcomes: conversion rates per stage and where volume leaks. This assessment examines the operational behaviour driving those outcomes: how fast people respond, how reliably they follow up, and how the work is managed week to week. That audit tells you where the funnel bleeds; this one usually explains why.
We have no SLAs at all today. Is the assessment premature?
No, that is a common and productive starting point. We measure your current unmanaged baseline, which is usually eye-opening on its own, and recommend the first set of commitments proportionate to your volume and team size. Starting with evidence beats copying another company's SLA numbers and hoping they fit.
Does the cadence review mean you sit in on our meetings?
Where practical, yes, for one or two cycles of the key forums; observed meetings tell us things agendas do not. Otherwise we work from agendas, artifacts, recordings where they exist, and interviews with participants. The question we score is always the same: did this meeting change any decision or commitment?
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Sounds like your situation?
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