Point A analysis: understand what is holding growth back.

Seven input areas: company and geography; finances; goals; product and competitors; team and roles; management and processes; customer base and sales history.

We will agree the available depth, from general indicators to de-identified sales and CRM exports. Where three years of history are available, we use them to analyse trends and seasonality. We mark missing values as unavailable and record questions and limits on our conclusions.

For the first enquiry, a business description, goal and main question are enough. We will agree the files, access, processing and retention periods before any working data is shared.

We will review six areas: the size of the accessible market, market dynamics and seasonality, trends, entry barriers, competitors and promising microsegments.

We look for evidenced needs, what customers already pay for and the criteria on which your product could win. For material findings, we record the source, date and assumptions. We do not replace unavailable data with invented market shares or industry benchmarks.

We will connect sales, customers, retention, finances, the funnel and results from existing AI use cases. For key metrics, we will record the formula, source, period and owner. We will compare plan and actuals on like-for-like data and examine new and repeat purchases, products or channels separately where record quality permits.

Point B is your 12-month goal and three-year direction. We will show the gap and scenario assumptions. Annualising the current monthly pace is an indicator, not actual annual revenue or a guaranteed forecast.

We will compare findings across the seven GRI areas with evidence, losses, customer impact and team resources. We will identify up to five priority constraints and questions that still need testing.

AI helps structure records and propose explanations. An expert reviews the conclusions and the client confirms the facts. Each priority needs evidence, a scenario-based estimate of the cost of inaction and a testable next step. A low score without context does not determine the decision.

Days 1–30: we clarify the main constraint, resolve critical data gaps and select the first lever.

Days 31–60: we test the priority hypothesis within an agreed scope, compare it with Point A and account for costs.

Days 61–90: we embed a supported solution, change the hypothesis or stop an unviable use case.

We define an owner, deadline, metric, resource and decision criterion for every action. This is a plan for subsequent work; we agree development and experiment execution separately. We can discuss a first focused cycle through Bootcamp, or workflow implementation through an AI pilot.

We work with the business owner and team. Before starting, we agree the question, analysis depth, your involvement, deliverables, timing and price. During the work, we resolve inconsistencies and confirm findings with the responsible people.

At the end of the analysis, we deliver an agreed baseline and action roadmap. We discuss a live dashboard, automatic updates, CRM and payment integrations, and communication workflows as separate tasks with their own access and implementation terms.

We use GRI as an author-developed framework for analysing growth readiness. It is not independent certification, an investment rating or a promise of a particular revenue level.