Month to month · no long-term contracts
Advisory is present in every engagement. What changes is whether we are also operating inside the business with you.
$0M ARR · typically Seed
Start here
Free
Self-serve · five minutes
Sixteen questions, no call required. Tells you where to start.
Recommended
From $5k per month
Advisory · any stage, founder-led
For founders doing the selling themselves who want a partner on live deals rather than advice from the sidelines.
What you share: deal context and materials ahead of each session.
Recommended
From $10k per month
Advisory + operating
For founders landing their first ten paying design partners and proving they see value.
What you share: your GTM Score and a recorded intake call. Access to your pipeline and live deal context. Visibility into your network and your investors'. An hour a week, consistently.
Recommended
Scoped per engagement
Advisory + operating
For founders getting revenue off their own back and onto a team that can carry it.
Scope and price depend on what has to be built and who runs it, so this one starts with a conversation.
Who runs it. Wayne leads every engagement, supported by RVNU's GTM engineer. A diagnostic readout comes first, with the scope agreed together in week one. Then the build runs week by week against commitments you can hold us to.
The floor
Your product has to be post-MVP, meaning something real you can put in front of a design partner. And you have to be doing the selling yourself. If the plan is to hire reps before a repeatable motion exists, we're not a fit, and we'll tell you why in the intro call for free.
Fit
B2B only, including marketplaces. Strongest with enterprise motions, $50K+ deal values and multi-stakeholder buying committees. Vertical-agnostic, with direct experience across EdTech, MarTech, AdTech, DevOps, HR tech and B2B marketplaces.
Not a fit
B2C and consumer. Cybersecurity. Founders looking to outsource selling entirely.
Demand generation also sits outside our lane. Paid, content, SEO and brand are somebody else's job. If your pipeline problem turns out to be a distribution problem, we'll tell you in the intro call.
Six things founders say in the first ten minutes
Most founders are carrying three or four of these at once and treating them as separate problems. They usually aren't.
What's actually happening
What makes you good at selling is judgment. Knowing when a deal is real, which objection matters, when to walk. Even where the process is documented, the judgment rarely is. You are not a bottleneck because you cannot delegate. There is nothing yet to delegate to.
What we build
The deal machinery you have been improvising: one-pagers, ROI models, call structures, and a scoring rubric that turns your judgment into something a new hire can be measured against.
What changes
Someone other than you closes a deal, and you can explain why it worked.
What's actually happening
The first deals came through you. Your network, your investors', warm introductions that opened doors before anyone had to earn them. A rep is now expected to hit the same numbers without that leg up, and there is no engine underneath to give them one.
What we build
A tier-1 target list researched account by account, the warm path into each one mapped across your network and your investors', and cadences that keep running when you stop paying attention to them.
What changes
Qualified meetings with named accounts arrive on a rhythm instead of in bursts after you panic.
What's actually happening
You are in the account, which is the hard part, and stalled two levels below the person who controls the budget. Your champion likes the product and cannot fund it. Deals sit in late stages for months because nobody has told you they died.
What we build
The buying committee mapped for every real deal, messaging that works at the level above your champion, and a multithreading play that gets you a second and third relationship inside the account before you need one.
What changes
You are talking to the person who signs, early enough that it changes the outcome.
What's actually happening
Almost always an onboarding problem rather than a person problem. They were hired against a job description rather than a scorecard, then dropped into a motion they were expected to absorb by watching you. Coaching runs on instinct because there is no rubric to coach against.
What we build
Scorecards, structured interviews, comp and ramp design for the hires still ahead of you. For anyone already in seat, every call scored against a rubric and a coaching loop that lifts win rate week over week.
What changes
You find out in month two whether a hire is working, not month eight.
What's actually happening
Your pipeline is a list of hopes with dates attached. Deals sit in stages that describe your activity rather than the buyer's commitment, so the number moves when you feel optimistic. You are not guessing because you lack discipline. The system was never built to tell you the truth.
What we build
A CRM on a clean object model, stage gates defined by buyer evidence rather than seller effort, and reporting your board can interrogate without you having to defend the methodology.
What changes
You walk into a board meeting confident you can defend your plan under close scrutiny.
What's actually happening
Churn is a lagging indicator of something that started months earlier. Without signals wired into usage and engagement, the first evidence you get is a cancellation email, at which point the conversation is a negotiation rather than a save.
What we build
Early-warning signals on the accounts that matter, expansion plays defined per account, and the reporting that makes net revenue retention a number you steer rather than observe.
What changes
The value conversation starts on day one, so renewal and expansion happen naturally, almost independently of the renewal date.