Acquisition becomes a growth engine when the channels and the economics are built together.
A company that has found its wedge and knows its customers still has to go and get them, repeatedly, at a cost the business can carry. We build that acquisition system and run it: the positioning that carries into every channel, the organic and paid mix chosen for where these customers already are, and the unit economics that decide what gets scaled and what gets stopped.
Customer acquisition and unit economics are one system. Growth a company can afford to keep buying is the only kind that compounds, and the discipline that makes it affordable belongs in the first channel decision rather than in the review after the spend has grown.
Two questions, answered together rather than in turn.
Most growth work answers one of these well. A channel specialist knows where attention is, and an analyst knows what the numbers say. The decisions that compound sit where the two meet, so we hold both at once.
- The channel question
Where these customers already are, and what earns their attention.
- The economics question
What this company can afford to keep buying, and for how long.
What the engagement covers.
Built per company, from where the customers already are.
- 01
Positioning and messaging
The wedge and the ICP translated into language that converts in market, sharp enough to carry consistently into every channel before any channel is bought.
- 02
Organic growth
Search engine optimization for the channels still driven by classic search, and generative engine optimization for the discovery now happening inside AI answer engines, so the company builds an acquisition asset it owns.
- 03
Paid acquisition
Search, social and platform channels selected for where this company's customers actually are. Paid exists to accelerate what positioning and organic have already shown to work.
- 04
Unit economics
CAC payback in months, net dollar retention, logo retention, ACV, sales cycle length and pipeline coverage, tested before a channel scales rather than after it has.
- 05
Measurement
The tracking infrastructure to say honestly which channel produced which revenue, built alongside the channels rather than reconstructed once the board asks.
- 06
The growth narrative
Revenue quality, channel diversification, and proof the motion repeats without a founder in the room, in the form the next round will diligence it.
Every company's customers show up on different platforms, with different behaviour and different buying triggers, so each mix is built once, for one company. What carries between engagements is the discipline underneath the choice rather than the list of channels, and the mix is revisited as the customers move.
The engagements
Acquisition Systems
Can we grow revenue without breaking the unit economics?
Positioning and messaging that carry into every channel, organic growth through search and generative engine optimization, and paid strategy and execution across search, social and platform channels chosen for where this company's customers already are. Run against CAC payback, retention and lifetime value, with the tracking infrastructure to measure honestly which channel produced which revenue.
Growth Readiness
Will the growth engine survive diligence?
Revenue quality and channel diversification reviewed the way the next round will review them, proof that the acquisition motion repeats without a founder in the room, and the growth narrative that carries the numbers into the raise.
One owner, end to end.
The work is retained rather than project-based, on the same commitment model as our fractional executive engagements. Positioning, execution and measurement sit with a single accountable owner instead of passing between specialists, which is what keeps every channel decision answerable to the revenue it produced.
The constraint gets named before the spend starts.
Acquisition is sometimes not the binding constraint. Where product-market fit is still forming, where retention is the place revenue is leaking, or where the margin structure will not clear a viable payback on any paid channel, we say so first and point at the work that comes before it. That answer protects the runway the rest of the system bought you.
Thirty minutes on where the revenue comes from today and what it costs to get. We will tell you which part of the system we would look at first.
Book a 30-minute call