We listen. We build. We leave.
Your competitors have a revenue department. You have you.
Most PEOs under a few hundred clients are run by an operator who is still the best salesperson in the building — and who knows exactly what that costs, because the day they stop selling, the pipeline stops.
I’ve been that person. I built a PEO from an idea to a licensed Florida operation with 40+ clients, 800+ worksite employees, and more than $180 million in processed payroll, and I sold it. Before that I spent eighteen years inside a national PEO, from first rep in South Florida to Regional Vice President over 43 people in eight markets.
What follows is what I actually build for PEOs your size.
Fit
I work with a small number of PEOs, so fit matters.
This is direct on purpose. If you’re in the right column, we’d both waste a call — and I’d rather tell you now than bill you to find out.
Good fitYou’re likely to get real value if
- You’re founder-led, roughly 20–300 clients, and growth depends on one or two people
- You’ve hired sellers who didn’t ramp, and you suspect the problem wasn’t the hire
- You can’t tell me which of your clients are profitable at renewal without opening a spreadsheet
- You’re licensed and operating — the product works, the go-to-market doesn’t
- You want the tooling to stay with your team, not walk out with a consultant
Poor fitYou should spend your money elsewhere if
- You’re pre-license or still building the WC and benefits program — that’s a different problem
- You want a lead-gen vendor or an outsourced SDR team
- You want someone to sell for you rather than build the thing that sells
- The real issue is service quality or carrier economics, and sales is the symptom
- Nobody internally can own what gets built after I leave
Services
Scoped work with a defined end.
Every one of these is something I have built and run inside an operating PEO. Each ends with working assets your team owns and can run without me.
Revenue Engine Build
The foundation, built once, properly. We define who you actually win with, put real stage architecture and exit criteria into your CRM, and write the playbook a new seller can ramp into without shadowing you for six months. Then we build the hiring profile and the comp plan that make the next two hires stick.
- A written sales playbook — discovery, proposal, objections, close
- Configured CRM stages, exit criteria, and funnel reporting
- ICP definition backed by your own win/loss data
- Seller scorecard, interview guide, and comp structure
Pricing & Profitability Modeling
Most emerging PEOs price by feel and find out at renewal. We rebuild pricing as a model — around your carrier mix, your workers’ comp program, your service load, your PEPY targets — so a rep can quote confidently and you can see margin before the deal is signed rather than after. This is the tooling I built for my own PEO, which is still in use under successor ownership.
- A working pricing and profitability model built to your economics
- Quote-to-margin visibility at the deal level
- Renewal and repricing logic for the existing book
- Floor and approval thresholds your team can hold
Implementation & Handoff Design
Selling forty and keeping thirty is not a sales problem. It’s an onboarding problem that shows up on a twelve-month delay. We design the handoff from signature through first clean payroll — what sales must capture, what implementation must confirm, and where the client is most likely to lose confidence. This is the white-glove methodology I designed and rolled out nationally, adapted to your team size.
- A documented sales-to-implementation handoff with required fields
- Client-facing onboarding sequence and communication cadence
- Risk flags that surface before the first payroll, not after
- First-year retention reporting you can act on
The AI Revenue Stack
Working tools, not a workshop on prompting. A prospect research agent that turns raw workers’ comp coverage data into structured, CRM-ready records with qualification scores and messaging angles. A deal velocity diagnostic that shows where your open pipeline is actually dying, by stage and by rep. A six-signal model that ranks your existing book for expansion. Installed with your team, run by your team.
- Three configured tools running against your data
- Written operating procedures so a new hire can use them week one
- Training for the people who’ll own them after I’m gone
Fractional CRO
Standing revenue leadership without a $300,000 hire. Weekly pipeline and forecast discipline, deal strategy on your largest opportunities, direct coaching for your sellers, and a second experienced voice in carrier and partner conversations. For operators who don’t need a build so much as they need someone who has done this before, in the room every week.
- A forecast you can actually plan against
- Sellers who improve measurably, on video, week over week
- Month-to-month after the initial term — no long tail
Buy-Side & Sell-Side Review
Revenue quality, pipeline integrity, and retention risk assessed the way an acquirer will actually assess them — because I’ve sat on the selling side of a PEO transaction and stayed through the integration afterward. Useful before you go to market, and useful before you write a check.
- A written revenue quality assessment
- Retention and concentration risk analysis
- The list of things a buyer will find, before they find it
How the work runs
Three phases. The third one is the promise.
The order matters — building before listening is how consultants deliver things nobody uses.
We listen
Two weeks inside your numbers and your calls. Win/loss review, pipeline audit, pricing teardown, and real time with your sellers. You get the findings whether or not we go further.
We build
With your team, not for them. Whoever will own each piece afterward is in the room while it’s made. That’s the difference between a system and a binder.
We leave
Documented, trained, and tested against live deals before I go. Check-ins at thirty and sixty days are included. Then it’s yours, and my name isn’t on your monthly expenses.
Janus kept the doorways. The entire point of a door is that you go through it.
Terms
How services are structured.
Fixed scope, fixed fee
Project engagements are quoted as a fixed fee against a written scope, billed in installments across the engagement. No hourly billing, and no surprise invoices — if scope changes materially, we agree on that before any work starts.
Fees depend on your size and the state of what already exists. You’ll have a number before you commit to anything.
Retainer
Fractional CRO runs on a monthly retainer with a three-month minimum, then month to month. The minimum exists because nothing meaningful in a sales organization changes in six weeks.
I work with a small number of PEOs at a time and I won’t take competing engagements in the same market without telling both of you first.
Fair questions
The things operators actually ask me.
We’re too small to justify this.
Sometimes true. If you’re under about twenty clients, your constraint is usually capital or carrier relationships, not sales infrastructure, and I’ll tell you that on the call. But “too small” is also the reason a lot of PEOs stay small — the build is what lets you grow past the founder’s calendar.
We already have a sales manager.
Good. Then you have someone to hand this to. Most sales managers at emerging PEOs have never been given a playbook, a real forecast model, or pricing tooling — they’re managing activity because nobody built them anything else to manage.
How do we know it won’t leave with you?
Because leaving is the plan, and the whole method is designed around it. Every piece is built with the person who’s going to own it, documented while it’s being made, and tested on live deals before the engagement ends. If the only person who can run something is me, I’ve failed at the job and you shouldn’t pay the last invoice.
What about our client and pricing data?
Mutual NDA before diagnosis begins, always. I’ve been on the other side of this — I know exactly how much of your business you’re being asked to show a stranger.
Are you going to end up competing with us?
No. I’m not operating a PEO and I’m not building one. I’ll also tell you upfront about any relationship I have that could bear on your market before we start working together.
Start here
Thirty minutes. Bring your pipeline.
No deck and no discovery theater. Tell me where the revenue is stuck, and I’ll tell you whether I can fix it and roughly what it would take. If I’m not the right help, I’ll say so and point you at who is.
Get started