For the founder who closes brilliantly and is still the only reason the meetings exist
You close better than anyone you could hire. That's also the cage. Every meeting that matters still traces back to you, so the firm grows at exactly one speed. Yours. I become your entire revenue function, all of your sales and marketing, end to end, run for you, for good, so the meetings keep arriving whether or not you chase them. You walk in and close. I make sure they're there to close.
The only one taking a real risk here is me. If the engine hasn't made you three times what you pay me, in new revenue I can prove from day one, you get every pound of base back.
Book your Revenue Strategy Session→Start with a free Revenue Strategy Session and one honest number no agency will give you straight: how much of your growth still runs through you, and what staying the engine is quietly costing you. You feel the first proof inside ninety days, the day a meeting with a decision-maker lands that you never touched. I run each engine myself, so I take only a few founders at a time.
Five founders, different stages and sectors — the same operator behind every result, on camera and on the record.
“The speed they operate at, the accuracy, the depth of knowledge — just second to none.”
“It’s a little like watching Formula 1 — the precision, the speed. Well done. Thank you.”
Stéphane West — Managing Director, GoDemand
“Josh is an absolute killer.”
I ran the revenue engine for TNT Growth. Twelve months later: revenue and profit both up 80%, the team doubled, and 442nd on America’s fastest-growing private companies.
Adam Treboutat — Founder & CEO, TNT Growth
“The advice, guidance and ongoing communication Josh gives me is next to none.”
“So reassuring to know you’ve got a friendly, supportive person at the end of the line whenever you have a question.”
Laura Paget — Founder, Novature Solutions
“Josh got right inside my business — and now it works a dream.”
I had all the expertise but no real pipeline — my leads were patchy and inconsistent. Now I’m winning new clients with the offer and systems Josh built me.
Jonathan Dennis — Managing Partner, JLD Accountancy
“I gained so much clarity, focus — and real confidence in what I do.”
Referred to Josh for LinkedIn, I stayed for strategic positioning. He adapted to me and my needs — and made it easy to keep running it myself.
Véronique Vallières — Founder, COPE.Consulting
“Strategy and implementation in the same person.”
In just a few hours, we refined the high-level positioning for my business AND got practical with tools I could implement the same day. Leads started flowing within weeks.
Veronique Vallieres
Founder · Consulting
“Learned so much, content wise and mindset wise.”
Josh didn’t just show me what to do, he rewired how I think about sales and marketing. The shift in approach changed everything about how we attract clients.
Richard Wood
Founder · Creative Agency
“Helped me realise the full potential of my company.”
I was struggling to gain traction. Josh mapped out exactly where the revenue was hiding and built the systems to go get it.
Laura Paget
Director · Novature Solutions
“Didn’t just give me a plan and disappear.”
I didn’t have a strong offer and leads were patchy. Josh helped me build an offer people actually want and set up a simple system to get leads coming in. It changed everything.
Leslie Coelho
Founder · Luminustra · Software Agency
“Just as invested in our success as we were.”
The guidance and time invested went far beyond what we paid. 3x profitability within a month, we’re now on a path we’re proud of.
Leslie Dennis
Business Owner · Construction
“I see a completely different future for the business now.”
Josh helped me shape a clear, compelling offer, take it to market, and set me up with leads. Without his support, I wouldn’t have won the client I did.
Jonathan Dennis
Managing Partner · Accountancy Firm
It's Tuesday. 6am. You open the laptop before your feet hit the floor.
The pipeline is thin again. You know why.
You spent last week heads-down delivering, so nobody was out there making the phone ring. Because the only person who can make the phone ring is you.
So you do what you always do. You fire off the message at ten at night to keep a thread warm. You chase the introduction over the weekend. You chair Monday's pipeline review with that familiar drop in your stomach.
Every meeting on your calendar is there because you put it there. The referral you worked. The intro you chased. The deal that only closed because you walked in and made it close.
Take you out of the week, and the week's number simply doesn't happen.
You built this on your ability to win the room. You close better than anyone you could ever hire, and you're quietly proud of it.
That pride is the cage.
Because the firm now grows at one speed. Yours.
When you push, pipeline appears. When you go heads-down, or away, or just tired, it goes quiet. Three months later the quiet shows up in the bank.
Feast or famine. And the famine is your fault. You know it.
You're not running a demand engine. You are the demand engine. And an engine that only fires when you press the pedal isn't an engine. It's a leg.
You already know the cost. You've paid it.
The agency that was a genius at marketing itself, and somehow never that good at marketing you. The fractional marketer who torched the budget and left. The salesperson who could never quite do it like you, so it all came back to your desk.
You didn't just lose the fees. You lost the quarters they cost you.
But here's the part nobody says out loud.
You're the best-kept secret in your market. Your clients love you, and almost nobody who should know your name has ever heard it. The referrals that built the place are slowing, and you feel it.
There's a number that proves all this, and it's bigger than you'd guess. Now run it.
A £3M firm that stays flat while a peer grows 15% gives up £450,000 that year. Not a forecast. Revenue you'll never earn, every year you stay the engine.
The thing holding the number down isn't your market, your offer, or your ability to close. It's that all of it routes through the one person who also has to run the firm.
1 diary
the real ceiling on the whole number, however good you are in the room
£450k
the growth a flat £3M firm forgoes in a single year against a peer growing 15%
feast / famine
the only two speeds a firm has while the founder is the engine
That £450,000 isn't a forecast. It's compounding against you right now, every quarter the number stays chained to your calendar. The expensive choice is the one with no invoice.
“A business that only grows when you push it is not a company yet. It's a job with a team, and you're still the engine.”
Picture the same Tuesday. A year from now.
You open the laptop. The calendar already has meetings on it. Decision-makers you never chased, conversations you never booked.
The system found them. Made your firm the obvious choice. Put them in the diary. The first you knew was the invite landing.
All you do is walk in and close the ones you want to. Because that's the part you love, and the part you're brilliant at.
No message at ten at night. No weekend chase. No Monday review with the drop in your stomach, because the top of the funnel is full and you didn't have to fill it.
You spent the morning leading the firm, instead of feeding it.
And it holds when you let go of the wheel.
Take a fortnight to think, or to be with your family, or to win one big client properly. The pipeline doesn't collapse behind you. It keeps filling. A quiet week of yours no longer means a quiet quarter for the firm.
The famine is gone.
You haven't stepped out of the business. You've stepped up in it. You're in the room that decides the next big client, not the inbox chasing the small one.
Your team stops waiting on you to make the quarter happen. Your peers see a firm that grows on purpose, not a founder who works himself ragged. The people at home see it in the only language that doesn't lie. The number.
Less necessary. Not less valuable. That's the founder who figured it out.
That's the business you pictured the day you started. Bigger. Led from the front. Growing whether or not you're in the room.
The only question is how many more flat quarters you spend being the engine before one gets built for you.
You didn't build a firm this size by being naive. Every one of these has crossed your mind, usually at the end of another contract that delivered a report instead of a result. Good. A doubt you can name is a doubt I can answer. Seven that matter. The third is the real deal-killer, and I answer it the hardest. If I can't crush these, don't book the call.
Every agency I ever paid was brilliant at marketing itself and left me holding the shrapnel. Why are you any different, except now you want my whole number, not just one channel?
Agencies got paid whether you grew or not, which is exactly why they didn't care if you did. I only get paid properly when you do.
It's the scar under everything else, and it's structural, not personal. A retainer clears on the first of the month whether your number moved or not, so the result was never really their problem.
I've removed that incentive from my own income. The only thing that pays me beyond a modest base is a share of the new profit the engine creates.
And wanting the whole number isn't me asking for more. It's the only way one person can be held to the number at all.
An agency ran one channel and handed the gap between it firing and a deal closing straight back to you. I own the whole thing, so there's no gap to hand back.
I've been burned five, ten times. Twelve agencies in eighteen months, a fractional marketer who torched the budget. Why is handing you everything not just the biggest version of the same mistake?
Because for the first time it's one accountable owner of the whole number, and your base is refundable from day one.
Every one of those mistakes had the same shape. You bought a slice from someone paid no matter what, nobody owned the result, and there was always another box to blame.
I'm the inverse on every axis. One owner, not twelve. The whole engine, not a slice.
And the break from the first twelve happens on day one, before I build a thing. We baseline your number together and put on paper what would have to be true for this to have worked, with every pound of base back if it isn't.
You're not adding a thirteenth vendor. You're removing the reason the first twelve failed.
Three times of what, exactly, and who decides what's attributable? You'll be sitting inside my CRM tagging which deals were the engine and quietly passing off the ones that were already mine.
Three times what you pay me, not a slice of your firm. And your own finance lead audits every pound of it.
This is the fear that should decide the whole thing. So I'll answer it harder than any other, because it's the exact crack every vendor before me slipped through.
First, the bar. It's three times what you pay me, in new revenue, net of ad spend. Not a percentage of your turnover. Not my guess.
Second, what counts. On day one we baseline your number together, before I touch anything, and we agree on paper what's new and mine versus what was always going to land. Your existing book, your repeat clients, the referral already coming. That's yours, off my ledger from the start. Only genuinely net-new revenue counts.
And here's the part that should disarm you completely. You check the number, not me. Your finance lead audits every pound I claim, any week, against rules you signed before a single deal closed.
If I could mark my own homework, you'd be right not to trust the mark.
I've tried hiring the salesperson and the marketer. They could never do it quite like me, so it all came back to my desk. Why isn't this just another hire that fails the same way?
I don't bet your number on one person replicating your magic. I build a system that runs it, bring my own team behind it, and the result sits with me.
A hire fails you for one reason. You bet your motion on one person doing what you do, and when they couldn't, the work routed straight back to you.
That's not delegation. It's a longer leash on the same trap.
I don't need you to spend half a year teaching me your magic and then carry me. I build a system that manufactures demand and makes you the obvious choice, I bring my own team behind it, and the number sits with me.
You stop managing people who can't do it like you, and you start closing the meetings the engine sends.
The first ninety days are always great while you pick the low-hanging fruit. Then comes the fade, the hot start and the slow coast once you've got my money locked in. What stops you coasting?
I'm paid on the bigger number, so a flat quarter costs me, not you. There's nothing I can quietly coast on.
The fade is real, and it happens for one reason. The vendor has already been paid for the quarter, so a flat quarter costs them nothing.
Mine is the opposite incentive by design. The base is modest and covers the work. The real money for me only ever comes from a share of the new profit, quarter after quarter.
A flat quarter doesn't dent your bill. It dents my income.
Coasting isn't a temptation I have to resist. It directly cuts my own pay.
Right now it all runs through me. Hand my whole number to one outsider and I haven't removed the single point of failure, I've just made it you. How is that not a worse dependency?
You swap a bottleneck that can't win when you do, for a partner who can't win unless you do. And you gain full visibility, with your name still on every close.
Fair worry. So look at what actually changes.
Today your single point of failure is a person who wins nothing by being indispensable: you. Your calendar caps the firm. The engine lives in your head, where you can't see it well enough to grow it.
You'd replace that with one accountable owner whose income only grows when yours does, working in full view. You check the pipeline. Your finance lead audits the attribution. The playbooks and data are documented as I build them, never trapped in one head, including mine.
You keep your name on every close. What you lose is being the reason there are meetings at all.
That's not a worse dependency. It's the first time the person your growth depends on only wins when you do.
A year is a long bet, and this is serious money on a promise from someone I've only just met.
You feel it inside ninety days, and you cannot end up worse off.
I'm not asking you to wait a year on faith. You feel the first proof inside ninety days, the first time a qualified meeting with a decision-maker lands that you had nothing to do with, sourced by the engine, not by you working a relationship.
You watch it against the baseline we set on day one, so you're never guessing.
And the year itself is protected. If the engine hasn't produced three times what you pay me, in new revenue I can prove, net of ad spend, you get every pound of base back.
The serious money was always going to be spent staying the engine yourself. You cannot end up worse off than you are today.
A free session. Thirty minutes, no obligation.
Owner-dependence lives in the gaps between channels, and you filled every gap. I own all five stages, including the gap every vendor hands back.
No report full of activity I bill you for. I don't win unless you do.
The one part of your business you never want back on your desk, owned by someone you never have to manage.
“Every agency you ever paid got paid whether you grew or not. That is the one thing they all had in common. I am the opposite.”
Four phases carry the whole engine. The first earns your trust, because it puts you in control of the number from day one. From there I build and run it, while you do the one thing that stays yours: closing the meetings worth closing.
We agree the number, and the rules, before anything else.
On day one I put an honest number on the truth most founders avoid: how much of the revenue only happens because you make it happen. We baseline it together, agree on paper what counts as new, and lock the engine plan against your real figures. You control the scoreboard before I build a thing.
Buyers find you, choose you, and book themselves in.
The front of the engine, the part that has always run through you. Now it runs without you: visibility that compounds while you sleep, positioning that makes you the obvious pick, and meetings qualified before anyone reaches your calendar. A steady flow of real conversations, whether or not you pushed this week.
Deals stop leaking, and the revenue compounds after the yes.
The CRM, the follow-up, the proposal system, so deals stop leaking on the way to a yes, the exact gap every agency handed back. Then the part most firms ignore: retention, expansion and referral, the cheapest revenue you'll ever add. You take the meetings. Everything around them is mine.
Board-ready numbers you audit, then we expand the engine.
Every quarter, board-ready reporting your finance lead can audit, measured against the day-one baseline. Real numbers, never vanity metrics. The person who signs off the attribution is on your side of the table. Then I expand the engine into the next part of the number, so it doesn't just hold. It compounds.
TNT Growth is a marketing agency whose founder, Adam, closes as well as anyone I've worked with. The whole number routed through one diary.
I became his revenue partner and ran the engine, the same way I'd run yours.
Inside twelve months the firm grew from around $277k to $500k a month, profit up roughly 80%, and the margin held while it grew. Not growth bought by burning the bottom line. A bigger, healthier number, produced by an engine rather than by the founder working more hours.
The team roughly doubled, from about 25 to 50 people, and TNT landed at #442 on the Inc. 5000.
Then the part that proves the model, not just the talent.
He stopped chasing every deal, and the number kept climbing anyway. I didn't make him a better closer. I became the engine that filled his calendar, so the closing he was already brilliant at could finally compound.
That's the exact change you're trying to make. Made already, for a founder who closed as well as you do and was just as capped by his own diary.
$277k → $500k
monthly revenue, in twelve months (+80%)
+80%
profit growth, with margin held
25 → 50
team, over the same twelve months
#442
Inc. 5000, of America's fastest-growing firms
The guarantee
Every agency you hired got paid whether you grew or not. I'm the opposite. Beyond a modest base, the only money I make is a share of new profit that wasn't there before me. It can never cost you a pound out of pocket. Here is exactly what that means.
And you feel it long before any twelve-month figure is totted up. By month twelve, qualified meetings with decision-makers come off the engine I run, without you touching them. Your system found them, made you the obvious choice, and booked them, and the first you knew was the calendar invite. You're no longer the reason there are meetings. You're the one who closes them.
Read that again. The only one taking a real risk here is me. You're not hiring another agency to run a channel and bill you for the effort. You're handing your whole number to one operator whose income only grows when yours does. The only way you lose is by staying the engine yourself.
One thing stays yours: closing the meetings you want to close. Everything that gets buyers to you, and everything that keeps them after, is mine. In practice you spend an hour or two a week with me on the number and the direction. The rest of your time goes to leading the firm instead of feeding it. You're no longer the source of the pipeline. You're the person who decides what to do with it.
Day one, we baseline your number together and agree on paper what counts as new and mine. Then I build and run the front of the engine. You feel the first proof inside ninety days, the first time a qualified meeting with a decision-maker lands that you had nothing to do with. You watch it against the baseline, so you're never guessing in the dark.
A modest base, plus a share of the new profit the engine creates. That share only ever comes from money that wasn't there before me. I scope the exact structure with you on the call, against your real numbers, not on a web page, because the right shape depends on where your firm is. What I'll tell you here is the bar: three times what you pay me in new, provable revenue in twelve months, or every pound of base back.
A handful at a time, not a hundred clients on a retainer. Because my income rises and falls with yours, I run each engine personally and only take on firms I'm certain I can grow. I keep the doors shut until I have the room to own another number properly, which is why there's usually a short wait.
Growth-led founders of business-to-business firms, typically consultancies, professional-services firms and specialist agencies, whose entire revenue function still runs through them. You close brilliantly, the firm grows at the speed of your calendar, and you want it bigger without being the engine that drives it. If that's not you, I'll tell you straight on the call.
No, and the difference is structural. An agency runs one channel and is paid regardless of your result. I become your whole revenue function, run for you ongoing, paid mostly on a share of the number the engine actually produces. One owner, not several invoices. Paid on your growth, not your busywork. It's the opposite of the thing that burned you, not a larger version of it.
You cannot grow past a ceiling you can't see.
Book a free Revenue Strategy Session. In thirty minutes we work out that one honest number: how much of your growth still runs through you, and what staying the engine is quietly costing you.
You leave with the number whether you ever work with me or not. If your numbers fit, I'll scope what owning your whole revenue function would look like, on the call, not on a page. If they don't, I'll tell you straight, because I only take on firms I'm certain I can grow.
P.S. The only person who should carry the risk for your growth is the one being paid to deliver it. That's me. Not you. Every agency, marketer and hire you ever paid got paid whether you grew or not. I'm the opposite: a modest base, and beyond it only a share of new profit that wasn't there before me, audited by your own finance lead, with every pound of base back if the engine doesn't deliver three times what you pay me in the first year. You keep doing the one thing you love, walking in and closing the meetings worth closing. I make sure they're there to close. The only way you lose is one more year as the engine, watching the firm grow exactly as fast as one diary allows.