Not three services. I have done this inside very different companies and it has been the same work every time. Find where revenue actually stops, clean up what is in the way, then run it. The industry changes. The sequence does not.
The order matters more than any single step. Most of what goes wrong is doing the fourth one first.
Read what actually happened, not what the plan said. There is almost always one place things die, and it is almost never the place people assume.
The records, the duplicate accounts, the pricing nobody can explain, the deal from April that is still marked open. This part is boring and it is where the value is.
Follow up that goes out on a schedule. Things that stalled get chased. You start seeing movement you did not personally have to cause.
A weekly read in plain numbers, including the ones that went the wrong way. A report that only ever shows wins gets ignored inside two months.
If a description of the work only makes sense for one industry, it is a case study wearing a service page. This is the part that travels.
Worth agreeing on in the first conversation rather than finding out in month two.
This is the part a timeline cannot show, and it is the part you are actually hiring. It is also why the work is not limited to whatever engagement happens to be running this quarter.
Pricing nobody can explain, a pipeline that is a guess, follow up that depends on one person remembering. Somebody has to sort that out before anything clever is worth doing. It is not a glamorous title and it is the honest one.
Making payroll for five people out of revenue you personally brought in changes how you price, how you scope, and how fast you tell a client something is not worth doing.
Six plus years inside a product at that scale is the only way I know to calibrate what good actually is, and it is the one thing you cannot get from working on small systems for a long time.
The largest deal in the company's history, won on wireframes drawn in house with no deal team behind it, which is what you can do when you know the product well enough to invent the half that is missing.
Helping architect a CRM out of nothing teaches you that a field exists because somebody decided it should, usually for a reason nobody wrote down. That is still true of every system I inherit.
Every system I have built since answers to that, and most software is designed by people who have never once been that person.
Pick a seat. The janitor is driving, which is the seat this practice is in now. There is a trailer.
One is something measured for the client. The other is how the work gets done. They are both real and they are not the same claim.
Measuring whether AI recommends you is a service. Using AI to deliver is an operating decision. Selling the second as though it were the first is how this gets a bad name.
Thirty minutes, no deck. If the honest answer is that you need someone in house, I will say that.