Work with me · priced in the open

Hire the work, not the headcount.

Three ways to work together, all priced on this page. The read is two hours on your own numbers and a page you keep. The build ships the pipeline, forecast, and capacity systems a revenue team runs on, in 90 days, on your data. The bench keeps them current after. The prices are here because your time matters; if a number is wrong for you, we’ve both saved a meeting.

Tell me the problem See the three offers

How it starts

You send the problem.

Two sentences is enough: the decision your team is stuck on, and the data behind it. Skip the deck.

I reply with a scope.

Which of the three fits, what the first two weeks ship, and the price. A written scope, not a sales call. If the answer is “you don’t need me yet,” you get that instead.

I build, then keep it honest.

The build ships the systems on your data. The bench keeps the refreshes running and the numbers right after the handoff.

Three offers, and that’s it

The read · 2 hours

Your own numbers, read back to you

$1,500 fixed · about 6 hours at $250/hr, 2 of them with you

For the owner who has run the business for years, has every bid and invoice in a spreadsheet or QuickBooks, and has never had anyone put it in front of them. No analyst, no warehouse, no deck.

We start on a screen share and pull three exports together. You do no homework.
My agents do the prep. Then 2 hours with you, on your numbers, live.
You keep a one-page read and one live dashboard on your own log, like the example beside this.
It ends one of three ways: you run it yourself, my agents keep it fed on the bench, or the read found a system worth the build.

Not a discount on the build. A different product, sized for a business that has never bought analysis before.

Book the read

What you keep

A specialty contractor’s bid log, read in one page

Illustrative. The numbers are invented for the example; yours replace them in the session.

Which general contractors actually award you work?

GC 141%
GC 233%
GC 318%
GC 46%
GC 50 of 19

Two of your five biggest bidders use you as the check bid. That was 140 estimating hours last year.

Where are you winning too much?

Under $25K62%
$25–100K38%
$100–250K21%
Over $250K4%

Winning six in ten small jobs means the price is low. Three points of margin there is real money.

Where does the quoted margin leak?

Partitions: 24% quoted → 23% kept
Lockers: 22% quoted → 14% kept
Accessories: 28% quoted → 27% kept

One product line eats eight points, every job. Usually one vendor or one install crew.

How much cash is sitting on the table?

Receivables past 60 days: $84,200
Retainage finished, unbilled: $47,900
Bids out × your hit rate: $1.9M × 27% = $510K

Six phone calls, ranked. And a number for whether to chase or to staff up.

The build · 90 days

The revenue systems, shipped

$30,000 fixed · about 120 hours at $250/hr

Founding rate: the first 3 builds run $15,000, half the list price, in exchange for a named, written case study. When the third case study ships, so does this rate.

For revenue leaders whose team argues about the number instead of the decision: the forecast keeps missing, reps don’t trust the pipeline, and every deck has its own definition of attainment.

One set of revenue definitions everyone reads from: pipeline, coverage, forecast, attainment.
The models and dashboards on your warehouse, tested, with the lineage documented. The definitions live in your repo, so the numbers survive me leaving.
The automations that keep them fed, with an alert when a feed goes stale.
A short doc: what shipped, why, and how to extend it.

You buy the 120 hours that ship systems, not the 2,080 a year you’d pay a hire for, and a new leader’s breakeven averages 6 months (Watkins, The First 90 Days). Already hiring? Same build, handed to your new director on day one.

Tell me the problem

The bench · monthly

Kept current, with me on call

$3,000 / month · 10 hours

Prepay the quarter: $7,500 for 3 months, $1,500 off the month-to-month price, for paying up front.

10 hours of me a month, plus my agents running your data refreshes on a schedule — the same fleet that keeps this site current.

Scheduled refreshes, validation gates, and an alert when something fails, on your data.
Evals green and costs flat on any AI features we built together.
Me on call for the questions the dashboards raise.

Month to month; cancel anytime; the systems are yours either way.

Ask about the bench

The honest exit: if the scope says your problem is three automations, not a director, I’ll say so and build the automations. Paying for Tableau seats and a person to keep them alive? Run your own arithmetic first; the page says “stay” when staying is cheaper. Every role case study on this site runs this arithmetic against the company’s own posted salary range.

Fit, stated plainly

Where I’m credible

Ad tech revenue operations on a sales team: Salesforce and the sales CRM, quarterly planning, and attainment against large quotas. Plus sales ops, BI, and the modern data stack — fourteen years in all. The systems I build for clients are the ones I watch my own teams need: governed definitions, pipeline and capacity models, forecasts people trust, and the automations that keep them fed.

Where I’m not

Model training, mobile apps, ML platform builds, and domains I haven’t operated in. If your problem lives outside my lane I’ll say so in my first reply and, where I can, point you at someone better. That policy is cheaper for both of us than the alternative.

Tell me the problem

Two sentences is enough: the decision your team is stuck on and the data behind it. I read every note and reply with a scope, not a sales call — or tell you that you don’t need me yet.