Services
Scoped work. A defined end. Assets your team keeps.
Every offer is something I have built inside an operating PEO. I work with emerging PEO operators — and, when it is a fit, with sponsors evaluating a book — then I leave.
The work
Six ways the engagement is scoped.
Revenue Engine Build
Who you actually win with, CRM stages with exit criteria, and a playbook a new seller can run without shadowing you for six months. Then the hiring profile and comp plan for the next two hires.
- Written sales playbook
- Configured CRM stages and funnel reporting
- ICP from your own win/loss data
- Seller scorecard, interview guide, comp structure
Pricing & Profitability Modeling
Rebuild pricing as a model around carrier mix, workers’ comp, service load, and PEPY targets. A rep can quote. You can see margin before the deal is signed.
- Working pricing model built to your economics
- Quote-to-margin visibility at the deal level
- Renewal and repricing logic
- Floor and approval thresholds
Implementation & Handoff Design
Selling forty and keeping thirty is an onboarding problem. We design signature through first clean payroll — the white-glove method, sized to your team.
- Sales-to-implementation handoff
- Client-facing onboarding sequence
- Risk flags before first payroll
- First-year retention reporting
The AI Revenue Stack
Working tools, not a prompting workshop. Prospect research, pipeline diagnostics, and expansion ranking — installed with your team and run by your team.
- Three tools running against your data
- Operating procedures for a new hire
- Training for the people who will own them
Fractional CRO
Weekly forecast discipline, deal strategy on the largest opportunities, coaching for sellers, and a second voice in carrier and partner conversations. Month-to-month after the minimum.
- A forecast you can plan against
- Sellers coached on live deals
- No long tail after the initial term
Buy-Side & Sell-Side Review
Revenue quality, pipeline integrity, and retention risk — the way an acquirer will actually look at them. For operators going to market, and for sponsors writing a check.
- Written revenue quality assessment
- Retention and concentration risk
- The list of things a buyer will use against the price
Not on this list
I do not place employers into a PEO, and I do not run a competing PEO.
If you need someone to shop co-employment for a worksite employer, that is a different firm. This work is for PEO leadership — and for investors looking at PEO as a platform.
Start here
Thirty minutes. Bring the constraint.
Tell me whether this is an operator problem or a transaction problem. I will tell you if I am the right help.
Get Started