Agency
The plan, the numbers it moves and how we score it each month.
Most growth plans chase more traffic. Ours does not. A buyer pays for growth that would keep going without the founder. So our 90-day plan has one job. It moves a line a buyer checks in diligence.
Those lines are revenue quality, margin, owner hours, systems and owned demand. If a task does not move one of them, it is not in the plan.
The shape is simple. Understand the constraint. Execute the agreed work. Improve against the agreed numbers. Then keep going month to month. It is the same Understand, Execute, Improve model on the Agency page. Each month ends with a scorecard you can read in five minutes.
We ignore reach that cannot be tied to a sale. We ignore "brand awareness" with no attribution. We ignore tools that do not change a diligence line. They can look busy. They do not help the price.
Email and text lists you own transfer to a buyer. Paid demand does not. It stops when the budget stops. eComSwap lists more than 70% of new customers from one paid channel as a common walk-away flag. Retention work shrinks that risk and shows a buyer a base that comes back.
AI belongs where it takes the founder out of the loop. That means follow-up, routing, first-line support and reporting. It does not belong where a buyer will still want a person. That means refunds, claims, pricing and anything that can create a legal or platform problem. A person owns those calls.
Say a store gets most of its new customers from one ad account, and the founder answers every support email. That is two diligence problems. The first is rented growth. The second is owner hours. A good 90 days picks one or both. We might build a welcome email series, a win-back flow and a help page that answers the top ten questions. Then we check the numbers. Did the share of repeat revenue go up? Did the hours the owner spends on support go down? If not, we change the plan.
Each line gets a starting number on day one. We write down what we expect it to do and by when. At the end of every month we show the real number next to the guess. When we are wrong, we say so and adjust. We do not promise a result. We promise to show you the numbers.
Growth work can feel endless. There is always one more channel to try. A buyer does not care how many channels you tried. A buyer cares which ones are steady, which ones you own and which ones need you in the room. Starting from the diligence lines keeps the plan short and honest. It also means the work counts toward a sale if you ever decide to sell.
It is not a promise that a buyer will pay more. It is not a replacement for the exit review. It is the growth side of getting ready, run with the same questions a buyer will ask.
You get a scorecard with a starting number and an ending number for each line we agreed to move. You also get a list of what is still weak. Some owners go on to an exit review after that. Some keep growing. Either way, you know where you stand.