Every Diagnostic I sell is 30 days. What goes into those 30 days is not a mystery. It is not a "bespoke discovery process." It is the same five moves, in the same order, every time. The reason to publish it is simple — if you can run this yourself, you do not need to hire me. If you cannot, the fact that I have done it 40+ times is worth something.
This is the Diagnostic. Installs are everything this points at, actually built.
Week 1 — Access and instrumentation
Day 1 through 5 is not "audit." It is wiring.
The first call is 30 minutes. I ask four questions. What is your ARR. What is your current quarter pipeline coverage. What is the one GTM initiative the board has asked about twice in the last 90 days. Who owns it. If you cannot answer any of them in one sentence, that is already half of the diagnostic.
By day 2, the platform is connected to your HubSpot or Salesforce, Google Ads, LinkedIn Ads, GA4, and Google Search Console. OAuth handshakes on day 1. Token refresh running in the background. No shared spreadsheets, no downloaded CSVs, no "can you send me a Loom of the dashboard."
By day 5, I have cross-system pipeline coverage, cross-channel CAC, and a map of where every SDR motion is leaking. Not in a deck. In a live dashboard against your real data, refreshed daily.
Week 2 — The five questions
With real data in hand, I force the exec team to answer five questions in a single 90-minute working session. Not a kickoff. Not a strategy day. A working session.
- What is the one initiative being measured?
- Who owns it end-to-end?
- What is the one leading indicator?
- What are the current number, target number, window, and kill criteria?
- What is the weekly review cadence, and who runs it?
This session is where most engagements expose that the team has been working around the fact that they cannot answer these questions. The answers are not always sophisticated. They are almost always overdue.
I write the answers down. The team signs off. The answers become the install contract.
Week 3 — Install the rhythm
Week 3 is not strategy. Week 3 is installation.
I build the weekly 20-minute operating review in your actual calendar. Same day, same time, same template. The template has four fields. The leading indicator value this week. The leading indicator value last week. What the owner changed. What the owner will change by next Monday.
I run the first review. I run the second review. I hand the template to the owner. By week 4 they are running it themselves with me on the call in silent-observer mode.
If the owner cannot run the review without me after four reps, that is diagnostic information. Usually it means the wrong person is the owner, or the initiative is the wrong one, or the leading indicator is actually a lagging one in disguise.
Week 4 — The handoff playbook
Week 4 is a one-hour call and a written document. Both get to the same answer.
The document is a single PDF. One page. The initiative. The owner. The leading indicator. The target and window and kill criteria. The review cadence. And — importantly — a list of systems I installed in the platform that your team now has read access to.
The call walks the CEO, the CRO, and the owner through it in 45 minutes. The last 15 minutes is the Go/No-Go. Proceed to the 90-Day Install, which extends this to four more initiatives and hands your team back a running machine? Or stop here: you have the playbook, and you run it yourself?
If it is No-Go, the Diagnostic is refunded. If you took four weeks of my time and still decided the fit is not there, I would rather return the money than bill for the false signal.
Why this is boring on purpose
Most consulting engagements try to look impressive on week 1. Complex maps. Competitive landscapes. Five-axis scoring models. All of it optimized for the exec team to feel smart on Friday.
This is the opposite. Week 1 of a real install looks like plumbing. Week 2 looks like uncomfortable questions. Week 3 looks like a meeting template. Week 4 looks like one piece of paper.
Boring ships. Impressive does not.