Before you add more spend, headcount, or technology, see exactly where revenue is leaking. In 3–4 weeks, Michael Beaton diagnoses your commercial system, identifies the highest-leverage constraint, and gives your leadership team a prioritized 90-day growth plan.
A focused working conversation—not a generic sales pitch.
23+ years building and repairing commercial engines across SaaS, healthcare, financial services, and complex B2B environments.
It stalls because the commercial system is fragmented. Marketing optimizes leads. Sales optimizes activity. Operations protects capacity. Finance sees the results after the fact. The Commercial Operator Diagnostic connects the system, quantifies the leakage, and shows leadership where to act first.
The scenarios below are illustrative—not named client case studies. They show how the methodology translates operating symptoms into measurable priorities.
Quote volume is growing, but policies are not binding at the same rate. Lead costs rise, agent follow-up varies, cross-sell is inconsistent, and channel reports do not reveal contribution economics.
Source-to-quote-to-bind economics; digital-to-agent handoff and response speed; home/auto bundling and segmentation; retention, renewal and cross-sell leakage; channel allocation by contribution margin.
More policies bound from existing lead volume; less wasted acquisition spend; greater bundle penetration and lifetime value; clearer channel and agent accountability.
Pipeline looks healthy, but ARR growth, activation, and payback do not. The ICP has drifted, demos end in no-decision, marketing and sales debate lead quality, and onboarding is treated as a product issue rather than a revenue issue.
ICP fit, buying triggers and deal quality; stage conversion, velocity and no-decision causes; CAC, payback and capacity economics; sales/marketing handoffs and attribution; activation, retention and expansion.
Tighter ICP and more productive pipeline; faster deal progression and fewer no-decisions; stronger activation and revenue retention; investment decisions tied to unit economics.
Demand exists, but patients leak between inquiry, eligibility, scheduling, visit, and follow-up. Capacity, payer mix, service-line economics, and channel attribution are managed separately.
End-to-end patient access journey; scheduling friction and capacity utilization; service-line and payer economics; referral and paid-channel performance; retention, reactivation and continuity of care.
More qualified appointments from current demand; better utilization of clinical capacity; improved service-line acquisition economics; measurable path from inquiry to retained patient.
Align leadership on the economic outcome, operating realities, and decisions the diagnostic must enable.
Trace how demand becomes revenue across marketing, sales, delivery, retention, data, and ownership.
Identify the bottleneck with the highest enterprise-value impact and distinguish root causes from symptoms.
Sequence actions, owners, KPIs, budget choices, and operating cadence into a practical 90-day plan.
This is not a strategy deck that disappears into a folder. It is an executive decision system your team can operate.
Across Michael's operating career, commercial systems he led or helped repair produced outcomes including:
Results reflect prior operating engagements and are not guarantees. The diagnostic is designed to reveal the constraint and establish the operating path to measurable improvement.
It is not a substitute for product-market fit, and it is not a low-cost channel audit.
Book a 30-minute working session with Michael. You will discuss the growth mandate, the symptoms showing up in the business, and whether the Commercial Operator Diagnostic is the right next step.
Confidential. Focused. No generic pitch deck.