On the matter of leverage
Some businesses know where to set the lever. Others know only that they are pushing harder and getting less for it. The lever may be the offer, the work between the first enquiry and the sale, or a deal held in place by people working toward different ends.
Fourteen years of work across consumer, mid-market and enterprise businesses have shown how different that point can look. In the first venture, a field sales team built around $800 virtual tours generated $1 million a year. The business served 4,500 clients and its tours drew 58 million views. At Dreamcore, the lever was a funnel for helping models and creators monetise their work. It generated $800,000 in nine months.
Work behind the scenes with 120 personal brands contributed to half a billion views. The same search for leverage carried into entertainment and events, land acquisition and government projects. At times, one person outcompeted multinationals by finding a point where a smaller operation could exert more force.
Fourteen years also contain pain that numbers do not explain. There were times to press, times to stop, and times to admit the lever had been set in the wrong place. Some of the hardest lessons came from seeing how long effort can be mistaken for progress.
That is part of what you are hiring.
At Core Interventions, the work begins by following the operation far enough to see where it stops. Once the constraint is clear, we agree on what should move and work alongside your team to make the change. The test is what moves and whether your team can keep it moving.