You know how to run this business.
Growing it is a different problem
You know how to run this business.
Growing it is a different problem
You know how to run this business.
Growing it is a different problem
There’s usually one thing
There’s usually one thing
There’s usually one thing
in the way, and it’s almost
in the way, and it’s almost
in the way, and it’s almost
never what you
never what you
never what you
are working on
are working on
are working on
See what it’s costing you
See what it’s costing you
(01)
(About Us)
© 2026
(01)
(About Us)
Everything still runs through you. You're the last set of eyes on all of it, and you know that's the bottleneck; you just don't see how to change it.
Everything still runs through you. You're the last set of eyes on all of it, and you know that's the bottleneck; you just don't see how to change it.
The hire, the campaign, the rebrand. Each one felt right at the time. Nothing has held, and you've stopped trusting your own read on what will.
The hire, the campaign, the rebrand. Each one felt right at the time. Nothing has held, and you've stopped trusting your own read on what will.
You wish you didn't have to constantly chase down new clients all the time, and that all your clients were like that "awesome" client.
You wish you didn't have to constantly chase down new clients all the time, and that all your clients were like that "awesome" client.
You are tired of losing good clients to your competitors, and wake up paranoid that you are going to lose "that" account.
You are tired of losing good clients to your competitors, and wake up paranoid that you are going to lose "that" account.
Every proposal turns into a line-by-line defense. And you're not sure whether the number is too high, too low, or in front of the wrong person entirely.
Every proposal turns into a line-by-line defense. And you're not sure whether the number is too high, too low, or in front of the wrong person entirely.
Hiring and firing have become a rollercoaster, and you can't tell whether the problem is who you're hiring or what you're hiring them into.
Hiring and firing have become a rollercoaster, and you can't tell whether the problem is who you're hiring or what you're hiring them into.
(03)
(Premium Services)
© 2026
(03)
(Premium Services)
01
You
Where you want this to go, and what you actually have the capacity to run.
01
You
Where you want this to go, and what you actually have the capacity to run.
02
What you sell
What it's worth, what you charge for it, and whether those two agree.
02
What you sell
What it's worth, what you charge for it, and whether those two agree.
03
Who buys it
Which clients are genuinely good for this business, and whether you're getting more of them or fewer.
03
Who buys it
Which clients are genuinely good for this business, and whether you're getting more of them or fewer.
04
Who you're up against
Who your buyers actually compare you to before they decide, and what makes them choose.
04
Who you're up against
Who your buyers actually compare you to before they decide, and what makes them choose.
(07)
(Stats)
© 2026
(07)
(Stats)
$500K+
Per year in lost revenue, trying to attract and retain ideal clients
$500K+
Per year in lost revenue, trying to attract and retain ideal clients
$200K+
Losing high-value contracts to less-qualified competitors
$300K+
Per year on marketing and sales tactics that fail to drive sustainable growth
$250k+
Per year left behind by chasing volume over fit while moving upmarket
$250k+
Per year left behind by chasing volume over fit while moving upmarket
(05)
(Testimonial)
© 2026
(05)
(Testimonial)
Terrisa Duenas, Serial Founder & CEO
Terrisa Duenas, Serial Founder & CEO
Terrisa Duenas, Serial Founder & CEO
Nearly two decades in operations at Intel, Hella, and Solectron, where a gap between what you promise and what actually arrives costs millions and shows up fast.
Ten years since, sitting with founders and owners while their customers said out loud what they actually valued.
Two companies built.
Certified NSF Instructor since 2017: 2,500+ founders, teams, and operators through NSF instruction at Princeton, Berkeley, Harvard, USC, UT Austin, ASU, and Georgia Tech, Miller Center mentorship, and direct client work.
Nearly two decades in operations at Intel, Hella, and Solectron, where a gap between what you promise and what actually arrives costs millions and shows up fast.
Ten years since, sitting with founders and owners while their customers said out loud what they actually valued.
Two companies built.
Certified NSF Instructor since 2017: 2,500+ founders, teams, and operators through NSF instruction at Princeton, Berkeley, Harvard, USC, UT Austin, ASU, and Georgia Tech, Miller Center mentorship, and direct client work.
Nearly two decades in operations at Intel, Hella, and Solectron, where a gap between what you promise and what actually arrives costs millions and shows up fast.
Ten years since, sitting with founders and owners while their customers said out loud what they actually valued.
Two companies built.
Certified NSF Instructor since 2017: 2500+ founders, teams, and operators through NSF instruction at Princeton, Berkeley, Harvard, USC, UT Austin, ASU, and Georgia Tech, Miller Center mentorship, and direct client work.
(09)
Frequently Asked Questions
Who is this for?
How is this different from a consultant?
What do I actually get?
How does it work?
What if I already know what my problem is?
(09)
Frequently Asked Questions
Who is this for?
How is this different from a consultant?
What do I actually get?
How does it work?
What if I already know what my problem is?
(09)
Frequently Asked Questions
Who is this for?
How is this different from a consultant?
What do I actually get?
How does it work?
What if I already know what my problem is?