Is this another marketing spend we can't measure?

No. The deliverables are concrete and you own them. We define the metric in week one (cost per qualified meeting, pipeline coverage, hours on prospecting). If at handoff we have not moved at least one in your favor, the final 20% milestone is not invoiced.

No. The math should work in cash. If the only way to make the number work is to dilute, the engagement is wrong-shaped.

What is the payment structure?

Three milestones on the Build: 40% on signing, 40% at week six, 20% at handoff. The final 20% is contingent on a measurable move in an agreed metric.

For finance

You're the one who has to defend the number.

Q: Will it turn into a retainer that never ends?

No. The Build is one time, 12 weeks, then we leave. No retainers, no auto-renew. Video is month-to-month after the first 90 days and you can stop any time.

If your CEO is looking at Sales-Led Marketing, you're the person who decides whether the math holds, and who answers for it later. So this page is built for you: the real costs, the way the money works, the metrics you'd report on, and an honest read on the risk. No hype. Run your own numbers below.

Run the numbers ↓ How the money works ↓

Flat fees.·No equity.·No auto-renew.

What you're actually weighing

The part nobody says out loud.

The objection a finance leader raises in the meeting is rarely the one that matters most. Here are the quiet ones, and the honest answer to each.

“This is another marketing spend I won't be able to measure.”

Fair, because most of it isn't measurable. This is. The deliverables are concrete and you keep them, and we define the metric in week one: cost per qualified meeting, pipeline coverage, hours your reps lose to prospecting. If at handoff we haven't moved at least one in your favor, the final 20% doesn't get invoiced. You can audit the before and after.

“If this fails, it's my judgment on the line, not theirs.”

That's exactly why the price is flat and public, the payments are milestone-based, and the last milestone is contingent on a measurable move. The downside is capped and visible before you sign. There's no scenario where the number quietly grows on you.

“It becomes a retainer that never ends.”

The Build is one time, twelve weeks, then we leave. No retainers, no auto-renew. Video is month-to-month after the first 90 days and you can stop whenever. If you still need us twelve months in, we did the Build wrong.

“We pay, and we own nothing.”

You own all of it: the asset library, the long-form pages, the videos, the readiness model. The engagement ends with assets that keep working, not a dependency on us. The work is built to be run by your team after handoff.

“I'll look credulous to the board for approving 'marketing.'”

This is sales-rooted and measured in pipeline, not impressions. The numbers on this page are the same ones you'd take upstairs. And the offer comes with a published disqualifier, the cases where we tell you not to buy. That's the opposite of a hard sell.

The math, on the table

Every number you'd report on, with the formula beside it.

These are the figures the Teardown puts on a one-page diagnosis, in two columns: what we measured, and what good looks like. Nothing here needs a quote to understand.

Cost per qualified meeting

Fully-loaded rep time plus tools plus agency spend, divided by qualified meetings. The true cost of a meeting before anyone closes.

Sales-side CAC and payback

Cost per closed-won, and how many months of gross margin it takes to earn it back. Benchmarks: under 12 months SMB, under 18 mid-market.

Selling-time percentage

Live selling hours divided by total hours. Below 35% for an AE is a red flag, and it is usually lower than leadership thinks.

Pipeline coverage

Open pipeline divided by quota. 3x to 4x is the working benchmark. Below it, the forecast is hope.

Annual cost of non-selling time

Prospecting hours priced out across the team for a year. The size of the prize, and the number the calculator below gives you.

Win-rate sensitivity

What a five-point win-rate lift is worth on your current meeting volume. Usually the line that ends the meeting.

The size of the prize

What your closers prospecting actually costs.

Your numbers, your math. This runs entirely in your browser; nothing is sent anywhere.

Closers (AEs) on the team Fully-loaded cost per closer, per year Hours per week each spends prospecting, not closing Average deal size (ACV) Gross margin (%)

$—

a year your closers spend prospecting instead of closing

That's $— per closer, about —% of their paid time.
The Build ($40,000, one time) breaks even once reclaimed selling time produces — more closed deals.
Video ($10,000/month) breaks even at — more closed deals a month.

Assumes a 40-hour week. Break-even uses gross profit per deal (ACV multiplied by gross margin), the same denominator as a standard CAC payback. It's a floor, not a forecast: it ignores the compounding value of the asset library and the shorter first calls.

How the money works

Flat, milestone-based, and contingent at the end.

The controls you'd want

Flat fees, published. $10K Teardown, $40K Build, $10K/month Video, $6K Training. No custom quote, no negotiation theater.
Milestones on the Build. 40% on signing, 40% at week six, 20% at handoff.
The last 20% is contingent. If we haven't moved an agreed metric by handoff, it isn't invoiced.
No equity. The math should work in cash, or the engagement is wrong-shaped.
No retainers, no auto-renew. The Build ends in twelve weeks. Video is month-to-month after 90 days.
You own the output. Asset library, pages, videos, the model. They stay when we go.

What we won't do at any price

Take the work if we believe it will fail to earn its number.
Write a six-month strategy phase before anything ships.
Run the engine long-term so you can keep your reps off camera. That's not the deal.
Bill you for a result we didn't move. That's what the contingent milestone is for.

Weighing it against a hire or an agency? See the head-to-heads, or the full pricing math.

Take it upstairs

The version you can forward.

If you want a number you can put in front of the board, start with the Teardown. It's a $10,000 business-revenue diagnosis: we evaluate sales, marketing, pipeline, CRM, your sales process, your KPIs, your people, and your management, using your own numbers. You walk away with a one-page diagnosis and the working model, whether or not you ever hire us for anything else.

The one-pager you'd get

What we measured, and what good looks like.

Cost per qualified meeting, sales-side CAC and payback, selling-time percentage, pipeline coverage, the top objections, and the single highest-leverage fix, each with the benchmark beside it. The kind of page a finance team can sign off on, or argue with, in twenty minutes.

See the Teardown →