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Engagement Mode: Consulting

The Gap Is Specific. The Team Can Execute. The Missing Piece Is the Right Approach.

Consulting engagements are built for companies with a definable revenue gap that requires structured external expertise to close. The team can execute once the approach is designed. The blocker is domain knowledge and cross-functional alignment.

Some revenue problems are not leadership problems. They are specific, bounded gaps where the internal team has the capacity to execute but not the expertise to design the right approach. Consulting brings the methodology to design the right approach and the standing to drive accountability to a result.

Schedule a Consultation Take the GTM Assessment if you haven't already →

Fit Check

Methodology and Standing, Not Headcount.

Consulting is most useful when at least one of the following is true:

The targeting model is not producing the accounts you need to win.

The definition of the right customer is either unclear, unvalidated, or means different things to different functions. Marketing, sales, and product are optimizing against different pictures of the same target. Closing that gap requires a structured external process and a methodology the internal team did not build and therefore cannot fully own.

The team is not aligned to the buyer decision-making structure.

The revenue team has coverage gaps against the roles that actually control the buying decision. The people in those rooms are not the people the team was built to engage. That misalignment produces lost deals, extended cycles, and competitive losses that look like pricing problems or product problems but are not.

The product roadmap and revenue targets are not connected.

Product is building for existing clients. The accounts the company needs to win next require something different. Every function has a rational argument for its own priority, and that disconnect does not resolve through internal conversation alone. A structured process with defined cross-functional accountability is what closes it.

Core revenue processes are not holding across functions.

What gets promised in the sale is not what gets delivered in implementation. What gets built in the product is not what gets positioned in the market. The gaps are structural and they recur because nobody owns the process that connects the functions.

The blocker is not capacity in the organization. It is the absence of a neutral party with the standing to push the call across functions and the discipline to make the result hold after the engagement closes.

The engagement also fits specific portfolio events: post-close operating plan, pre-exit revenue story, or diligence-driven revenue remediation. Consulting engagements install the Enterprise Revenue Acceleration System (ERAS) operating model across multiple portfolio companies on parallel timelines; fractional leadership embeds one seat at a time.

Consulting is not the right engagement when the constraint is at the leadership level rather than in the organization, or when the gap is too large or the execution window too short for project-based work. The GTM Maturity Assessment and a 30-minute consultation confirm the match.

The Engagement

A Working Model the Team Owns, Not a Recommendation the Team Files.

Every consulting engagement begins with a defined problem and ends with a documented output the client's team can own and execute against. The engagement does not produce decks that live in a drawer. It produces a working model that holds after the engagement closes.

The structure is deliberate. A defined problem, a named outcome, a cross-functional working model with clear ownership at every seam, and a process designed to hold without an outside party maintaining it. What the client keeps is not a recommendation. It is a working model that runs without the practice holding it.

Operating capacity. Not a deliverable.

Who You'd Be Working With

Consulting engagements are led from the practice by a senior operator. Today that is Tony Larson. Three decades inside B2B software, through the full arc of founding, financing, scaling, turning around, and exiting. Co-founded Casenet LLC and served as senior executive through two successful acquisitions, scaling from startup to $50M annual revenue and 350 employees. Built all commercial organizations from the ground up: marketing, sales, implementation, and client success, as the CEO's primary business partner across strategy, product, and operations over an 18-year company lifecycle.

Background on LinkedIn →

If this is the gap you are working, Schedule a Consultation →

Engagement Types

How the Engagement Works

Targeting the Right Accounts

  • Validated ICP. A structured process for defining, validating, and aligning the organization around the accounts most likely to be won, delivered profitably, and expanded over time.
  • Disqualification Standard. An explicit threshold that keeps the organization from pursuing the wrong accounts, reducing the cost of misfit deals on marketing, sales, and client success.
  • Cross-Functional Adoption. A shared picture of the target installed across marketing, sales, and product, so every function is optimizing against the same definition.

Covering the Buyer's Decision Room

  • Buyer Decision Map. Every role involved in the purchase decision, what they need to see and hear, and whether the team has the right people in the right rooms.
  • Coverage Gap Assessment. A read of the revenue team against the full buyer decision-making structure, naming the gaps that are costing deals and extending cycles.
  • Capability-Closure Plan. A structured path to the team composition the revenue target requires, including hire, develop, and reassign decisions the CEO can act on.

Connecting the Roadmap to Revenue

  • Roadmap-to-Revenue Bridge. A structured process for connecting product development priorities to the accounts the company needs to win next, not just the requests of existing clients.
  • Prioritization Model. A defensible model for sequencing what gets built when, with product and revenue leadership aligned on the evidence behind the call.
  • Documented Alignment. A written bridge between product strategy and revenue strategy that both organizations can execute against and that survives leadership changes.

Running Revenue as One Process

  • Integrated Operating Model. Marketing, sales, implementation, and client success connected into a single process the organization owns, not four adjacent functions.
  • Handoff Accountability. Clear ownership at every point where one function's output becomes another's input, with the commitments that make the handoff work in writing.
  • Measurement at the Seams. Metrics placed where the work actually breaks, not where the data is easiest to pull.

Scope, duration, and deliverable are confirmed in the consultation.

Common Questions

Answers Before You Book

Consulting is for a specific, definable revenue gap where the team can execute once the approach is designed and the blockers are expertise and internal politics. Coaching is for when the leader is capable and the team can execute, but the constraint is decision quality at the top. Fractional Leadership is for when the CEO needs a revenue generation partner accountable for the number. The GTM Maturity Assessment and a 30-minute consultation confirm which mode fits.

Most consulting engagements run one to two quarters, scoped to the problem and the deliverable. The engagement ends when the working model is documented, installed across the relevant functions, and running without an outside party holding it.

The consultation is where that question is answered honestly. If the diagnostic reveals a leadership-capacity gap rather than a bounded expertise gap, the better answer is Fractional Leadership, not an expanded consulting scope. If the gap is decision quality at the top, coaching is the right answer. The practice recommends the engagement the evidence supports, not the one the prospect assumed.

The engagement is designed for cross-functional ownership from the start. The specific participants depend on the engagement type, but every engagement includes the CEO or revenue leader sponsoring the work, the functional owners whose operating model will change, and the people inside each function who will run the system after the engagement closes. Scope, participants, and cadence are confirmed in the consultation.

Consulting engagements are led from the practice by a senior operator. Today that is Tony Larson. The bar for an operator leading a consulting engagement is two decades of B2B software operating experience across the full lifecycle of founding, financing, scaling, turning around, and exiting.

Consulting engagements are priced to the problem, the scope, and the duration required to install a working model the team can own. Most engagements run one to two quarters and land in the mid-five to low-six figures depending on scope depth and the number of functions involved. Exact scope and fee are confirmed in the consultation, after the gap is defined and the deliverable is agreed.

Yes. Consulting engagements are scoped per portfolio company, not deployed as a portfolio-wide template. The deliverable is a documented working model suitable for board and operating-partner review. PE operating managers and portfolio-company CEOs reach the practice through the same consultation path.

The Methodology

Consistent Framework. Tailored to Your Situation.

Consulting engagements operate within The Enterprise Revenue Acceleration System (ERAS): the methodology that governs every BRCG engagement. The approach is consistent, hypothesize, validate with evidence, adjust, applied across the levers that actually drive revenue: targeting, pipeline, team, product, RevOps, and client value. The documented working model it produces is tailored to each engagement, each stage, and the accounts being targeted.

See how the ERAS methodology is structured →

The Next Step

The Next Thirty Minutes

Thirty minutes. The gap you are working, what it is costing, and a direct read on whether a scoped consulting engagement is the right response.

  • The specific gap you are working and why it has not resolved internally. What it is, who it affects, what has been tried.
  • Whether consulting is the right engagement. Or whether coaching, fractional leadership, or no engagement at all fits the situation better.
  • If it fits, what a scoped engagement would address first. The problem definition, the likely deliverable, and a realistic timeline.
  • The outcome metric the engagement will be measured against. And what that looks like on a board slide.

If you have not yet seen the diagnostic, the GTM Maturity Assessment identifies where the revenue system is structurally broken before an engagement begins. Useful context, not a gate on the conversation.

Schedule a Consultation Take the GTM Assessment if you haven't already →
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