Build the foundation
You do not run ads, have no dedicated sales process for ad-generated leads, and would not know how to measure what works or what to tackle first.
That’s me: AVIIBrook · Tyler Dorsey
Better ads, better sales, better measurement. Find out whether you are A, B or C before deciding what to fix next.
Your revenue does not determine your category. Your growth system does.
You do not run ads, have no dedicated sales process for ad-generated leads, and would not know how to measure what works or what to tackle first.
That’s me: AYou have referrals and an established reputation. You run ads and spending more tends to bring in more revenue, but you are not sure which strategies work or how accurate your measurement is.
That’s me: BYour ads work well, you have a dedicated sales process for cold leads, and you process and measure demand to the best of your ability.
That’s me: CFor businesses with $1M to $10M annual revenue. Approved applicants pay $200 to book.
01
Reach the right people through advertising.
02
Turn inquiries into customers with a sales process.
03
Know what works and where to invest next.
Five real engagements. What was broken, what changed, and what it proved.
Optimize
A law firm generated roughly 1,100 calls, but only one in four was qualified. Around half of booked consultations actually showed up.
More advertising is not always the first opportunity. Sometimes it is getting more value from the inquiries already arriving.
Measure
A law firm paused Google Local Services Ads and saw about 20% fewer clients. After raising LSA investment roughly 3x, signed clients went from 68 to 98.
Measuring demand separates marketing that looks expensive from marketing that actually acquires customers.
Optimize
A business spending about $60,000 a month on Meta ads ran at roughly a 10% net margin. After fixing webinar cadence, deadlines, follow-up, and high-ticket presentation, reported net margin hit 30% in about two weeks.
Improving the conversion process can transform profitability without a new acquisition strategy.
Measure
A $600,000 per month consulting company added an agency division doing $10,000 per month, acquiring customers at $2,000 each against a $2,800 monthly fee. The division was eventually closed.
Revenue growth is not necessarily profitable growth. Acquisition cost, margin, and retention decide whether a model is worth scaling.
Scale
A high-ticket PR firm selling $10,000 to $30,000 engagements added lower-ticket offers that distracted from the core business. After refocusing on its high-ticket positioning, revenue hit roughly $500,000 in a month, up from an earlier month of about $31,000.
Scaling is not always more things for more people. Focusing demand on the most valuable service can be the larger opportunity.