A business growth consultant who works on what is actually holding back your revenue.

Most revenue problems in founder-led businesses are not product problems. The product is good enough to sell. The constraint sits somewhere in the commercial system: the sales process is unclear, the CRM is not being used, the ideal customer profile has drifted, or the go-to-market motion that worked at £500k in revenue is starting to crack at £2m. A business growth consultant finds exactly where the ceiling is and fixes it.

This is not strategy-deck work. A business growth consultant is embedded in the commercial engine long enough to diagnose the real problem, not just the reported one, and then stays engaged to make sure the fix actually lands. Lauren Pearson brings a growth consulting background rooted in CRM, revenue operations and sales process, which means the plan and the implementation happen together rather than one following the other six months later.

Who this is for.

This engagement suits founder-led B2B businesses that have found product-market fit and are now hitting a predictable ceiling. Revenue has grown to a point where founder-led selling is no longer sufficient, but the commercial systems to support a proper team are not yet in place. The problems at that stage tend to follow a recognisable pattern.

• You have a sales team but the pipeline is inconsistent: some months are fine, others are not, and no one can explain why with any precision.
• Marketing is generating leads but the conversion rate from lead to customer is lower than it should be, and the feedback loop between marketing and sales is broken.
• The CRM holds data but the team does not trust it. Forecasts are built from spreadsheets and gut feeling rather than from the pipeline.
• You are preparing for investment and the board is asking for a clear picture of revenue predictability that you cannot currently produce.
• You want to enter a new market, expand into a new segment, or launch a new product line and need a commercial plan built on the business as it actually is, not as you would like it to be.
• Revenue has stalled for a quarter or more and the internal view of the problem varies depending on who you ask.

The work starts with finding the constraint. Not the constraint the founder suspects, but the one the data and process review reveal. That diagnostic step is what separates a useful growth engagement from a strategy exercise that sits in a folder.

What is included.

The scope adapts to where the constraint sits, but the core components are consistent across every business growth consultant engagement.

• Revenue diagnostic. A structured review of the commercial system: ideal customer profile, sales process, pipeline stages, lead-to-close conversion rates, CRM data quality, team activity and forecasting discipline. The output is a clear statement of where revenue is being lost and why.
• Commercial strategy. A practical plan built from the diagnostic findings. Not a framework applied from the outside, but a specific set of changes in the right sequence. Where to focus, what to stop doing, and what to build or fix first.
• Process and systems work. Implementation of the changes: sales process redesign, CRM configuration, pipeline stage definitions, lead qualification criteria, playbooks and reporting. The process mapping and SOPs work I do is a common component here, because unclear process is frequently the root cause of inconsistent performance.
• Go-to-market refinement. ICP sharpening, positioning adjustments, outbound playbooks and alignment between marketing and sales on what a qualified lead looks like and what happens at handoff. For businesses expanding into new markets or segments, the go-to-market plan is built as part of the engagement rather than handed over as a slide deck.
• Reporting and accountability. A fortnightly review rhythm with the commercial data pulled from a system the team actually updates. The goal is a reporting cadence the founder and team can sustain after the engagement ends.

How the engagement works.

Every engagement starts with a diagnostic call to establish whether the fit is right and where the biggest commercial problem sits. That conversation is free and takes about 30 minutes. If it is clear the constraint is primarily in the CRM and data layer, the revenue operations engagement may be the more targeted option. If it sits across the full commercial system, a business growth consultant engagement is the right framing.

Phase one: diagnostic (weeks one to three). A structured review of the commercial engine: pipeline data, CRM records, sales process, team structure, ICP and positioning. This phase involves interviews with the founder and key commercial team members, analysis of existing data and review of any materials the business already has. The output is a diagnostic report and a prioritised list of changes.

Phase two: fix and build (weeks four to twelve). Working through the prioritised changes in order of commercial impact. This typically involves a combination of process redesign, CRM work and supporting the team in using the new process consistently. Progress is reviewed in fortnightly sessions and the plan adjusts as the business responds to early changes.

Phase three: stabilise and hand over (weeks twelve to sixteen or beyond). Once the core changes are in place and working, the engagement shifts to making sure the team can operate without constant external input. That might mean refining the reporting, coaching a commercial manager, or documenting the processes so a new hire can pick them up. The engagement tapers rather than stopping abruptly.

Outcomes and proof.

The test of a business growth consultant engagement is whether the commercial system performs better after the engagement than before, and whether the team understands why. The indicators that matter:

• Pipeline is more predictable: the forecast reflects what is actually in the CRM, and the team updates it because they trust it.
• Conversion rates are tracked and improving. The business knows where deals are lost, not just that they are lost.
• Marketing and sales share a definition of a qualified lead, with clear handoff criteria and a feedback loop when a lead is rejected.
• The go-to-market motion is documented and can be handed to a new hire without sitting entirely in the founder's head.
• The founder is spending less time in individual deals and more time on commercial strategy, because the team has a process that works.

Lauren Pearson has worked with founder-led businesses across B2B SaaS, professional services, hospitality technology and commercial consulting. The common thread is a commercial system that was not keeping pace with the ambition of the business. The work is diagnostic first, implementation second, and always grounded in what the business can realistically change in the time available.

If the primary constraint is inside the CRM and data layer specifically, the revenue operations page describes that work in more detail. For businesses that need sales team leadership alongside the strategic work, the fractional sales director option covers both remits.