The revenue problem is rarely the one on the agenda.
Most leadership teams know when the number is at risk. Fewer agree on why. Revenue Advisory puts an experienced revenue leader at your leadership table to find where the number is really slipping, and fix that first.
Bobby Barry serves as Fractional Chief Business Officer (CBO) of The Program NYC. Before that, he led a sales team and built the onboarding behind more than 1,800 revenue hires.
When companies bring us in.
The founder who is still in every big deal
Revenue grows exactly as fast as one person’s calendar.
The CEO whose sales team just doubled
Twice the sellers, and a forecast nobody trusts.
The company moving upmarket
Reps who were great at fast deals now face six-month cycles and buying committees.
The leadership team after a missed quarter
Everyone has a theory. Nobody has the same one.
And what it usually means.
“We’ll make it up in the second half.”
A second-half plan is usually a first-half miss that hasn’t been explained yet.
“Marketing, sales and customer success are all doing their jobs.”
Each team tells a different story, and buyers hear all three. That’s a go-to-market enablement gap: no shared message, playbook or handoff.
“The market is just slow right now.”
When discounts creep up every quarter, the market is telling you something about price.
“The forecast looked fine until week ten.”
Nobody was inspecting the deals until the quarter was almost over.
“Only the founder can sell this.”
Nobody has written down how the founder sells, so nobody else can.
Brief 1 · Business Model for Revenue Optimization
Business model design for revenue optimization, plus technology evaluation, for an established owner‑led business preparing to grow.
The work began with the model itself. We designed a more scalable version of the business, one that runs at a lower margin per engagement and higher total profitability while serving more people. The operating model was rebuilt to carry it, and we closed the gaps in how the business was surfacing in both traditional search and AI-generated answers.
The last piece was technology. Rather than evaluate a single product, we built a repeatable way to pressure-test any AI tool that gets pitched. Applied to the product that prompted the conversation, the owners’ answer was no, and knowing that before signing was worth more than the tool. Read the technology evaluation from this engagement →
Brief 2 · Operating Rhythm & Revenue Growth
Operating model, planning cadence, sales system, and new business-line development for a fast-growing company.
The business worked. What had not caught up was the structure around it. We defined the roles, put a real operating cadence in, and gave membership acquisition a dedicated owner. Membership rose twenty percent in a single month, three new business lines launched, and the company is tracking to double ARR. Read the full brief →