The business is not broken. The system around it was never designed.
The foundation first, because everything else sits on it.
When a firm has been selling successfully for twenty years, the instinct is to add something: a tool, a channel, an AI pilot. Almost always the better first move is subtraction. One CRM everyone uses, records that are not duplicated four times.
This is unfashionable work and it is where the compounding is. We do it without a big bang: discovery first, then changes in an order where each one is reversible.
"3 to 4 meetings a day booked per salesperson off the back of the campaigns. Transparent, consultative, and easy to work with."
The work was not a reinvention. It was building the machinery their existing sellers had never had behind them.
See the case studies ↗AI where it earns its place, and nowhere else.
The honest position on AI in an established firm is that most of it is not for you yet. What is genuinely useful tends to be narrow and unglamorous: research that took an afternoon done in minutes, first drafts a senior person edits rather than writes, meeting notes that reach the CRM without anyone typing them.
None of that replaces your people. It removes the part of their week they resent. The other half of modernising is capture: what your longest-serving people know should exist somewhere other than their memory.
The founders sit on the engagement.
Not a strategy call followed by a handover to a junior. One of us stays on the account for its duration, with a senior GTM team behind us doing the build.
Three ways in.
Most firms start with one system or one function, see whether the work holds up, and expand from there.