A 2–3 week, scored and sourced assessment of your marketing, sales and growth system — built to tell leadership which constraints deserve attention first, what the evidence can actually support, and what should not be changed yet.
Dashboards can tell you what happened. They do not automatically tell you which explanation is right, which comparison is defensible, or which change deserves management attention first.
Or does the constraint sit in qualification, conversion, offer structure or downstream process?
A channel-level win can still create a system-level loss if the next stage cannot absorb it.
A percentile is only useful when the cohort and metric definition deserve the authority being implied.
And equally important: what should be left alone until better evidence exists?
Every assessed number declares what it stands on. Where a defensible external band does not exist, the report says so rather than inventing one.
The readout can recommend: fix it internally, run a Sprint, commission Implementation, or do not make the change you were considering.
Implementation is complete only when the operating system can be run by your team with owners, current data, cadence, sources of truth, exception routes and decision records in place.
The Diagnostic does not flatten every metric into one authoritative-looking percentile. It uses the strongest defensible evidence mode available for that question — and labels it.
A genuine comparison where an appropriate cited cohort exists.
A defensible external threshold or reference point with its source attached.
The mathematics or operating relationships inherent in your own system.
Your own historical performance where comparing you with yourself is more useful.
A clearly labelled operating rubric where the question is capability, not percentile performance.
“The corpus does not establish that.”
That is a feature, not a failure. In a leadership room with competing internal narratives, an evidence assistant that can decline an unsupported answer is more useful than one that always produces a confident one.
A structured assessment across the relevant growth system, with evidence mode visible on assessed metrics.
The five weaknesses with the strongest case for management attention — not a 100-item best-practice list.
What to address first, what can wait, what depends on something else, and where more evidence is required.
A co-branded decision document suitable for circulation across leadership and operating teams.
The findings are challenged live. If a conclusion cannot survive scrutiny, it should not survive the readout.
The engagement is deliberately short enough to create a decision, but structured enough that the decision is traceable to evidence.
Selected performance data, workflows, reporting, decision rules and operating context.
Potential findings tested against your evidence, structural relationships, defensible references, applicable cohorts and the Marketing corpus. Weak conclusions are downgraded.
Working session, five priority weaknesses, executive report and the 90-minute readout.
The three rungs are not package upgrades. They are three different things a buyer may need, with increasing amounts of outcome responsibility carried by us.
You want: to know where the growth system really stands.
We supply: the assessment, evidence analysis and executive read.
You want: the leadership team to agree and decide.
We supply: the room, the evidence and the decision method.
You want: the operating system built, populated and running.
We supply: the build, enablement, governance transfer and handover.
The Guided Diagnostic fee is credited in full against a qualifying Sprint or Implementation booked within 60 days. A Sprint fee is then credited against Implementation where the scoped work qualifies. You are not charged twice for the same diagnostic work.
The differentiator is transferability. The operating system must be usable by the client's team without creating dependency on us.
The scoping call exists partly to determine whether the engagement should happen at all.
If nobody has authority to act on the findings, another report will not solve the problem.
We can work around imperfect data. We cannot responsibly diagnose a system while being denied the information required to understand it.
If the Diagnostic is expected to provide independent-looking cover for a predetermined conclusion, this is the wrong engagement.
Where the honest answer is “we do not know yet,” that is what the report will say.
The Diagnostic establishes evidence, priorities and decisions. It does not imply guaranteed commercial outcomes.
Implementation tooling is local-first unless separately contracted. Hosted accounts, SSO, managed infrastructure, live CRM/ad connectors and third-party licences are not implied.
Private retrieval/API capability is outside this service ladder and is not included by default.
The service is built on the cleared Marketing, Sales & Growth Intelligence corpus. Other Knowledge Hub disciplines are not silently included.
Dashboards tell you what happened inside the measures you chose to track. They do not automatically establish whether those are the right measures, what comparison is defensible, what caused the result, or what should be fixed first.
No. The final recommendation can explicitly be: handle this internally. A Diagnostic that always discovers a need for the vendor's next service is a sales call with charts.
No. Where a genuine cited peer cohort exists and applies, it can be used. Where it does not, the Diagnostic uses the strongest defensible alternative — cited reference, structural analysis, self-baseline or maturity assessment — and labels that mode clearly.
That is normal. Imperfect evidence can still support useful conclusions when its limitations are visible. What we cannot do is pretend inaccessible or missing evidence exists.
Then the readout says so and the engagement ends there. The ability to recommend “do this yourselves” is part of what makes the Diagnostic credible.
45 minutes. We review the growth system at a high level, confirm the necessary data access and executive sponsor are in place, and answer whether the engagement is a genuine fit before you commit.
The scoping call is 45 minutes. If the data access, sponsor or decision context do not support a useful engagement, we will say so before you buy.