Where this gets hard
A good growth strategy still fails at the point of sale when the sales force isn't structured around it, the incentives point the wrong way, and marketing spend is optimized for activity instead of pipeline. Leadership sees the strategy is right and can't explain why the numbers aren't moving.
We go straight to the commercial engine: how territories and quotas are set, what the incentive plan actually rewards, and which campaigns and channels are producing pipeline versus just spend. Fixing that gap is usually faster and cheaper than revisiting the strategy itself.
