We are process engineers, not marketers. The Revenue Leakage Assessment starts from evidence: your customer journey, mapped the way we would map a production line, with every leak costed from your own data. What it finds is the design brief for the business that runs without you.
The tools come from process engineering — value stream mapping, standardisation, Kanban — and were built for factories. We apply them to the part of an SME nobody engineers: the customer journey from first enquiry to long-term customer.
80% means eight enquiries in ten follow the standard path — answered by the named owner, inside the response time, logged in the CRM — without anyone chasing. A journey that runs one way when the founder is in the room and another way when they are not cannot be measured, staffed or improved. So we standardise first, to a level the team can hold, and only then push to 85 and 90. Perfection on day one is how change fails.
Software is the 20%. People, process and the way the change is led are the 80% — so we plan the change, not just the build. Foundations first, plays later: a tool on top of a messy process just makes the mess run faster.
“You can’t outrun the fork.”
The way the business works beats the software it runs on.
Each step is a working part of every engagement, with a deliverable at the end of it. The biggest leak goes live first; the rest ship fortnightly, in writing, from your own numbers.
Where the business actually stands across People, Process and Technology. In a leadership workshop, on site, each of the six areas is scored 1–10 by the people who run it and checked against the data — the baseline everything is measured against. Before the month is out, the single biggest leak from the Assessment is stopped, live.
A real performance baseline read from your own systems — HubSpot, finance, whichever tools hold the truth — and the underlying data, pipeline and process foundations put in order so improvement can be measured rather than argued about.
With the first leak stopped and the baseline read, the remaining People, Process and Technology changes are built and shipped on a fortnightly cadence, in order of revenue impact — embedded execution, not a plan left on your desk.
The team is trained on the new standard, the standard is tested against live work, and what holds is rolled out across the business. Standardise to 80%, then improve to 85, then 90. In a recent engagement that meant eight sessions: four for marketing — contacts and segmentation, campaign structure, the five tools that matter, monthly reporting — and four for sales — connecting email, calendar and phones and importing history, the sales workspace, managing existing customers, pipeline and reporting.
The six areas are re-scored against the Step 1 baseline. You are handed a one-page plan you own — what to keep, what to improve next, and what no longer depends on any single person.
The big question at the end of an engagement is simple: can revenue grow from X to Y with the set-up you have, without outside investment? Everything we measure is in service of answering it honestly.
Reporting matures in one direction: reactive (what happened) → proactive (what is about to) → predictive (what will, if nothing changes). Most businesses at £5–20m are still reactive. The engagement moves you one stage at a time, on a weekly rhythm — data flowing every week, and a short weekly conversation with each person who owns a number.
Every customer journey has four phases: Attract, Win, Deliver, Grow. Inside them are fifty measurable things that leak revenue. In the room your team rates each one; the ones that matter most and score worst rise to the top, and that is the order we fix them in. The seven in bold come first in almost every business.
Tooling is the 20%. Every tool below earns its place by taking routine work off a person, or by putting a number in front of the person who owns it.
CRM, pipeline, inboxes, quotes and e-signature in one place, so the journey from first enquiry to long-term customer is visible and owned — not spread across a shared inbox and three spreadsheets. Most of our clients are already on it; we make it earn its keep. If you are on something comparable, we build on that. Foundations first, plays later.
Automation, built inside your accounts, for the hand-offs, follow-ups, enrichment and reporting that currently wait for a person. AI models — Claude, ChatGPT and Gemini, chosen per task — for drafting and summarising our own methodology and anonymised extracts. Each role is broken into tasks; the routine ones are automated so the person gets the headspace for the work that moves purpose and profit.
Revenue, margin and cash are read from Xero or whatever you run, not re-keyed into our slides. The weekly scorecard — three lenses, roughly four metrics each — lives in a workbook and a dashboard your team can open without us.
When the leak is a single source of business, we build a second one: exact-fit prospect lists scored on three things — Warmth (a mutual connection or a real reason to take the call), Fit (matches your best customers) and Intent (a signal of change: a new hire, a tech-stack change, a filing) — and outbound sequences your team runs from HubSpot.
Before any workshop we ask for read access to the shared inboxes and systems that hold customer data — scoped in writing with you, never a personal mailbox without its owner’s consent — so the gaps are found in the data before anyone is asked about them.
Your customer records stay in your systems. Where we use AI models it is on our own methodology, abstracted frameworks and anonymised extracts — never your customer data, and never to train a model. Automations we build run inside your accounts, on your data, under your control. A data-processing agreement is signed before any access. It is written into the terms.
We recommend HubSpot because we know it better than almost anyone — five years inside the company and an Elite partner built from scratch — not because we are paid to. FounderProof is not a HubSpot Solutions Partner and earns nothing on any licence you buy. We are paid by our clients, for outcomes, and never by the size of a build. If the honest answer is that you do not need more software, you will hear it.
Every fix has to move the numbers today, reduce how much the business needs any single point of failure, or make it more likely to sustain — ideally all three.
The financial record — lagging, and the easiest to measure. Where most founders optimise, then stop.
Operational health — leading, and the bridge between the other two. Do your people need you to think, or can they execute?
Performance discounted by transfer risk. Shown as an indicative range from stated multiples and named assumptions — not a valuation.
Growth is reviewed last, on purpose. Growth without the other four is just a more expensive way to go under. We run FounderProof on the same five, in the same order.
The share of revenue that still originates with the founder — the enquiries only they can answer, the deals only they can close, the accounts only they can keep. We put it on the weekly page from week one so that its decline is visible, month by month, to the whole leadership team. When it stops falling, something in the journey has gone back to depending on one person.
Score your business across the six areas above and receive a written view either way. If it points to a leak worth finding, the Revenue Leakage Assessment is the next step — fourteen days, fixed price, yours to keep.
We show you where revenue is being lost and help you fix it. A process-engineering practice for founder- and leader-led businesses in the UK and Ireland at £5–20m revenue: the customer journey mapped from first enquiry to long-term customer, then process, HubSpot and AI to make it run without relying on any single point of failure.