The Bottleneck Diagnostic
A focused investigation into the business problem your team cannot yet explain.
Book a diagnostic intro
Timeline /
2-3 weeks
Engagements typically start at /
$15,000
You receive /
5 deliverables
Who it’s for
Growth has stalled
Leadership has competing explanations for why.
Conversion has fallen
The next decision needs evidence, not opinion.
Retention has weakened
The cause is not yet isolated.
Fit
A good fit
You have a live product that produces data, and the ability to collect it and have it analyzed. Something is wrong and the team cannot yet agree on why.
Not the right fit
You do not have a live product yet. Building something new is a different service.
How it works
1
Intro call
How the business works, your goals, the tech stack, and what you think the biggest problems are.
2
Access
Schemas with table and trigger descriptions, or a person who knows them. First data request.
3
Analysis
Check-ins on Tuesdays and Thursdays: progress, questions, and where the diagnosis is heading.
4
Readout
Each problem, its severity, the evidence, and a prioritized roadmap with recommendations.
5
Optional: execute
Continue together to carry out the plan, scoped separately.
Your theory of the problem gets tested, not assumed. The biggest problem is often not the one you expect.
What you receive
KPI review
Root-cause investigation
Opportunity map
Operating recommendations
90-day action plan
A confirmed cause is not promised when the evidence is insufficient.
Examples
Trial funnel: visitors weren’t becoming attendees
Too few visitors were starting a free trial, and too few trial signups were attending. We also couldn’t tell which marketing channels were working, because the booking link captured no source data. I diagnosed the funnel and led the redesign. We surveyed trial users about what they expected, rebuilt onboarding around those answers, and added source tracking so every step could be measured. Through repeated iteration, the share of visitors completing a trial rose noticeably.
Renewal decline: customers were being over-contacted
I ran a lifecycle analysis from first marketing touch through renewal to find where the business was weakest. One weakness was a declining renewal rate. I interviewed customers in the renewal window, and one of the biggest complaints was being contacted too often. Analyzing what was actually being sent across several systems, I found duplicate and burst messaging, including from the intentional renewal system itself. The cleanup was targeted, not a blanket cut, and renewal rates rose by a couple of percentage points over time as that complaint was addressed.
Questions