Acting on the wrong diagnosis is the most expensive line item in revenue operations: a quarter burned on the wrong fix, a team rallied around the wrong priority, and the Board's patience spent on a story that won't hold. You suspect something is broken — pipe, forecast, planning, integration — and need an honest read before committing budget, headcount, or political capital to fixing it.

The Diagnostic runs 3 to 4 weeks with a fixed fee, a written deliverable, and an executive readout — delivered by someone who's seen this exact pattern before.

The diagnosis is done. What you're missing is the senior operator with the bandwidth to ship it — without renting headcount, burning your team's last reserve, or settling for another consultancy that hands off a deck and disappears.

The work is concrete and scoped: a forecast architecture the Board can defend, a retention motion that recovers 6+ figures, an M&A integration that delivers the synergy thesis, an ICP refresh that moves pipe coverage 2 quarters out, or an AOP that survives pressure testing.

You need an executive operator inside the function — pre-IPO build, post-M&A integration, or interim RevOps leadership. You'd hire a full-time VP, but the search takes fourteen weeks, the ramp takes another 12, and your team can't run without a senior leader for 6 months.

What you need is the person who has led the forecast call, owned the pipeline council, run the QBR, and arrives at the Board read-out with the math behind every line. Embedded engagements run on a monthly retainer reporting directly to the CRO, CFO, or CEO. The exit is designed on day one, leaving the function stronger when we leave.