Who We Help

The motion that opened one growth stage rarely survives the next.

B2B software companies move through growth stages faster than most sectors, and the commercial system rarely gets rebuilt as quickly as the revenue number does. Fast stage transitions and short memory are the pattern here, whether the product is horizontal SaaS, vertical software built for one industry, or an enterprise platform. IT services teams selling delivery capacity around that software carry the same pattern at a different pace.

Book a diagnostic call See what gets measured →
Typical surface

Where the dysfunction usually shows up first.

The system usually breaks before anyone has time to notice which part broke first. Three places it tends to surface.

Qualification inherited, not redesigned

MEDDIC or BANT fields get copied from the ICP that fit the last segment, and nobody revalidates them against what the new segment actually buys on. The forecast starts drifting before anyone traces the drift back to the framework itself.

Pipeline inflation

Stage-exit criteria stop being enforced, so a deal sits in Commit past the point it honestly belongs there because nobody wants to be the one reporting the miss. The pipeline number stops describing the pipeline.

A forecast leadership has quietly stopped believing

Once a forecast has been wrong enough times, leadership starts keeping a private shadow number instead of fixing what produces the official one. The shadow number becomes the real forecast, and nobody says so out loud.

What it looks for here

Read the handoffs that speed and tooling can hide.

The dysfunction families do not change for Software and IT Services, and the diagnostic does not assume that territory, qualification, or forecasting carries the loss before the evidence is read. It compares how those systems changed across segments, products, and growth stages, then tests what the CRM says against what the field describes.

Interviews typically include AEs and SDRs across different tenure cohorts, RevOps, and whoever owns the forecast rollup. CRM stage-history and win-loss notes are compared against what reps describe happening on live calls, since the gap between the two is usually where an inherited qualification framework is hiding.

The sector is the surface, the six dysfunction families are the constant underneath A neutral band at the top, labelled for this sector, represents the visible surface. An arrow points down to a highlighted band holding the six dysfunction families the method reads: working conditions, work organisation, communication, time management, integrated training, and strategy implementation. The surface changes from sector to sector, the six families underneath do not, and none is drawn larger or heavier than another. Software & IT Services the visible surface the diagnostic reads past it the same six dysfunction families Working conditions Work organisation Communication Time management Integrated training Strategy implementation constant in every sector
The sector is the surface, the six dysfunction families are the constant underneath A neutral band at the top represents this sector's visible surface. An arrow points down to a highlighted band holding the six dysfunction families the method reads. The surface changes by sector, the six families underneath do not, and none is drawn larger than another. Software & IT Services the visible surface the same six dysfunction families Working conditions Work organisation Communication Time management Integrated training Strategy implementation
FAQ

Before you assume this does not apply yet.

We just raised a round and are hiring fast, is this too early?
If you already have a repeatable sales motion, rapid hiring is usually when inherited qualification and territory design start costing the most, because the pattern is now repeating across more people at once, so it is rarely too early. If you are still finding that motion, you are likely closer to pre-PMF, where a diagnostic does not fit yet.
Our churn is fine, does that mean our commercial system is fine?
Not necessarily. Retention and acquisition can fail independently, and a healthy churn number can sit alongside a forecast nobody actually trusts or a qualification framework quietly costing deals before they are ever logged.
Do you need access to our product usage data, or just CRM?
CRM and pipeline data first, alongside interviews. Product usage data is sometimes relevant depending on what the interviews surface, and that is scoped in the first call rather than assumed upfront.
We are self-serve with a small sales-assist motion, does this fit?
It depends on how much of revenue that sales-assist motion actually carries. A defined sales motion with enough history to read is what the method needs, whatever share of the business it represents.
Where to go next

Three ways to keep going.

See what gets measured

The six families, the signals that reveal them, and how each one turns into cost.

Explore the Diagnosis →

Compare every sector

The same method read against five different commercial surfaces, sector by sector.

Compare all industries →

Find out where you sit

Ten questions, two minutes. A first read on which part of your system is carrying the most strain.

Take the Strain Check →

Get started

The motion changed as the company grew. What each transition cost is the number worth having.

One call, 30 minutes. We will review what is working, what is stalling, and where the cost is actually sitting. You will leave with a concrete next step, whether that is Kihon Labs or not.

Book a diagnostic call