Two years with consultants. Two weeks with us.

Where Adam was

Revenue between one and three million and stuck there. The founder wearing every hat. Deals closing on his effort alone, with no repeatable way to move a prospect from first hearing about GoForth to owning a quarter of a house. No org chart, no scorecards, no written process. Everything lived in his head.

He’d spent two years with consultants and had little to show for it. He’d looked at the big-name programs. None of it got inside the business.

What we decoded

Three days in a room, everything out of Adam’s head and onto the wall (most of it on Post-its): the process, the vision, the org structure, the pipeline stages, the way he actually talks about what GoForth is. GoForth had been selling homes by the numbers. Adam had been selling something else all along: a better life, for families who’d never buy a second home outright. That became the position.

Also on the wall: the org chart as it really worked, and one seat on it that had the wrong scope. Someone already on the team could carry far more than her role allowed.

What changed

• A pipeline of roughly sixty assets, emails, texts and call scripts, covering every step from first touch to owner.
• A Brand Codex: what to say, what not to say, how to talk to each kind of buyer. The team’s single source of truth.
• Scorecards for every seat: the mission, how the role fits it, the numbers, and 30/60/90-day goals.
• An org restructure. One team member was promoted into real responsibility and flourished. Accountability went up; the people who didn’t want it self-selected out.

What runs without him now

• A pipeline the team works
• A position everyone can say in one sentence
• Roles with owners, and scorecards someone other than Adam runs
• Adam works on the business instead of inside it