Approach
Every engagement runs the same four phases, on the same weekly rhythm, against the same scorecard. Each phase ends in a decision you can act on, not a deck.
At a glance
Phases
Four, in order
Cadence
Weekly, monthly, quarterly
Decisions
One at the end of each phase
Handover
Planned from week one
01 — The four phases
The phases always run in this order. Each one is scoped, time-boxed and ends with a decision your leadership team owns.
01
Weeks 1–3
What happens
Data review, six to eight interviews, a funnel rebuild, and an audit of segments, messaging, pricing and channels.
What you get
A constraint memo, a funnel model, a segment scorecard and a 90-day plan.
The decision
What to fix first, and what to stop funding.
02
Weeks 4–8
What happens
Segment and ICP choices, positioning and messaging, pricing changes, the pipeline model and the first test backlog.
What you get
A message house, package design, pipeline targets by channel and test briefs.
The decision
Which bets to fund, with targets and owners.
03
Weeks 9–20
What happens
Channel programs launch, conversion fixes ship and tests run every week alongside your team.
What you get
A weekly scorecard, a test log and a monthly review.
The decision
Scale, fix or stop, every month.
04
Ongoing
What happens
Handover of the system, training for your team and quarterly tuning of segments, budget and tests.
What you get
Playbooks, dashboards and a team that runs it.
The decision
Where the next dollar should go.
02 — Operating rhythm
Three meetings, each with a fixed agenda and a fixed output. Nothing waits for a quarterly business review.
30 minutes
Pipeline scorecard against plan
Tests shipped and tests read out
Decisions and owners for the week
60 minutes
Scale, fix or stop on every program
Channel and segment economics
Next month's test priorities
Half a day
Plan against the bookings target
Reset segment and budget allocation
What your team takes over next
03 — How we measure
Leading indicators tell you within weeks whether the plan is working. Lagging indicators confirm it within quarters. We report both, every week, against the plan agreed in Design.
North star
Pipeline your sales team accepts, and that closes at the rate the model expects.
Leading indicators
They move within weeks, so you can act before the quarter is lost.
Lagging indicators
They move within quarters, and confirm whether the leading indicators were right.
Three rules
Pipeline counts only when your sales team qualifies it.
Every test has one primary metric and a decision date.
We report against the plan agreed in Design, not a new one.
04 — Principles
They shape every engagement, and they are the first thing to hold us to if the work drifts.
01
Benchmarks and best practices come second. Your CRM, your win-loss and your buyers come first.
02
Fixing three things at once makes it impossible to know what worked. We sequence the work.
03
If we cannot measure it, we say so. If a figure is an estimate, we label it.
04
Handover is planned from week one. Success is your team running the system on its own.
05 — Working together
Clear roles keep the work moving and make the handover real.
About an hour a week
Owns the target, makes the call at each decision point and clears the way when the work gets stuck.
Part of their week, every week
Marketing, sales and RevOps leads who run the work with us and keep running it after we leave.
Hands-on through Deploy
Diagnoses, designs, runs the first cycles alongside your team and hands over the system.
06 — Questions
If yours is not here, bring it to the first call.
Book a diagnostic →Can we skip a phase?
Sometimes. If you already have a clear diagnosis, we start at Design. We do not skip Deploy, because a plan that is not run is not a result.
How involved does our team need to be?
A sponsor for about an hour a week, and operators who own the work. The more your team runs, the faster and cleaner the handover.
What happens after Compound?
Most clients keep a monthly advisory review for a quarter or two, then run the system on their own.
Next step
Three weeks, a fixed scope and a decision at the end. The plan is yours whether or not we do the work.
