Revenue Hunter AI

B2B go-to-market consulting

Make your GTM produce more revenue.

Revenue Hunter works with B2B founders and leadership teams to identify where the biggest commercial leverage sits, improve what is holding growth back, and build what is needed to scale.

The difficult part is rarely knowing that you want more growth. It is knowing what to change next.

See How We Work

For B2B companies with traction, ambition, and a commercial system that should be producing more.

The commercial system
  1. Market
  2. ICP
  3. Problem
  4. Positioning
  5. Offer
  6. Demand
  7. Discovery
  8. Conversion
  9. Decision
  10. Execution
  11. Expansion

A weakness anywhere in this chain can reduce the output of the whole system. Improving every part at once is expensive, distracting and usually unnecessary.

Recognition

More growth does not always require more activity.

When revenue is below ambition, the natural response is often to add something.

  • more leads
  • more outbound
  • more sellers
  • new messaging
  • a new CRO
  • sales training
  • another tool
  • a different pricing model
  • a new market

Any of those might be right. Any of them might also be the wrong investment.

Large gains often come from identifying the part of the commercial system where a change creates disproportionate leverage.

The question is not “What can we improve?” It is “What should we improve first?”

Same symptom, different system

Similar symptoms. Completely different answers.

Two companies can report the same slowdown and require opposite interventions.

Company A

Revenue growth has slowed.

Leadership conclusion
“We need more pipeline.”
What the evidence reveals
Best-fit opportunities already convert well. Too much seller capacity is being consumed by poor-fit pipeline.

Best intervention

Narrow targeting and improve qualification.

Company B

Revenue growth has slowed.

Leadership conclusion
“We need more pipeline.”
What the evidence reveals
Win rates are healthy, but there are simply not enough qualified opportunities entering the funnel.

Best intervention

Increase demand creation.

Both companies had the same symptom. They needed opposite interventions.

That is why Revenue Hunter starts with the business rather than a pre-selected service.

  • One company needs more pipeline.

    Another needs less low-quality pipeline.

  • One needs more salespeople.

    Another needs to stop hiring until the motion is repeatable.

  • One needs a better demo.

    Another is losing the deal before the demo starts.

  • One needs new positioning.

    Another needs to sell harder into the segment already converting.

What we do

Find the highest-leverage path to more revenue.

Revenue Hunter examines the commercial system from the outside in. We work with leadership to determine:

The objective is not to optimize every part of GTM. It is to find the few changes that matter most.

  1. 01Where revenue performance is being limited.
  2. 02Where the largest unrealized opportunity sits.
  3. 03What evidence supports that conclusion.
  4. 04What intervention is most likely to move the number.
  5. 05What deserves attention now.
  6. 06What can safely wait.

The system

Revenue performance is a system.

A weakness anywhere in the chain can reduce the output of the entire system. But improving every part simultaneously is expensive, distracting, and usually unnecessary.

The commercial system
  1. Market
  2. ICP
  3. Problem
  4. Positioning
  5. Offer
  6. Demand
  7. Discovery
  8. Conversion
  9. Decision
  10. Execution
  11. Expansion

A weakness anywhere in this chain can reduce the output of the whole system. Improving every part at once is expensive, distracting and usually unnecessary.

Revenue Hunter looks for the limiting factor and the highest-leverage opportunity.

How we work

Understand. Improve. Scale.

Three stages, in order. The evidence decides what deserves attention first — not a pre-packaged consulting product.

Understand

We build an evidence-based view of the commercial system, then form and test competing explanations for what is holding performance back.

ResultA clear view of where the biggest commercial leverage sits.

Customer evidencePipelineCRMCallsWin/lossPositioningPricingMessagingFunnel performanceTeam behaviorSales managementFounder knowledgeExpansionMarket dynamics
Explore the Approach

In practice

What working with Revenue Hunter actually looks like

This is not consulting delivered from a distance. We work inside the commercial reality of the business.

Depending on what the evidence shows, that can mean:

  • sitting in on pipeline and forecast reviews
  • reviewing live deals
  • listening to sales calls
  • interviewing customers
  • examining why the best customers bought
  • comparing wins and losses
  • challenging the ICP
  • rewriting positioning and messaging
  • working directly with founders on strategic opportunities
  • redesigning discovery
  • improving qualification
  • rebuilding CRM stage criteria
  • introducing buyer-state measures
  • testing pricing
  • designing outbound experiments
  • helping sales leadership inspect deals differently
  • coaching sellers
  • extracting founder selling judgment
  • improving forecasting
  • reviewing compensation or team structure
  • helping recruit or assess GTM talent
  • identifying GTM activity that should stop

The work follows the evidence.

We do not arrive with a pre-selected project and force the business into it.

If the biggest opportunity sits in pipeline creation, we work there. If it sits in conversion, we work there. If it sits in positioning, pricing, founder dependency, management, or buyer progression, we work there.

The objective is not to deliver a standard consulting package. It is to improve revenue performance.

Buyer-centered GTM

Your CRM tells you what the seller did.

We care about what changed for the buyer.

Traditional sales systems record seller activity: discovery completed, demo delivered, proposal sent, follow-up booked.

Those events do not necessarily mean the opportunity progressed.

Real progress happens when something changes in the buyer’s understanding, priorities, perceived value, confidence, internal alignment or commitment.

Stage

  • Discovery
  • Demo
  • Proposal
  • Negotiation

Where the opportunity sits in our process

State

  • Problem recognized
  • Cause understood
  • Impact accepted
  • Outcome desired
  • Solution logic understood
  • Confidence established
  • Commitment increasing

Where the buyer sits in their decision

Stage tells you what happened. State tells you whether the sale actually moved.

Buyer progression

The next meeting is not the objective.

The next belief is.

The strongest commercial interactions do not push buyers toward actions. They create enough clarity, value and confidence that the next action becomes useful to the buyer.

  1. 01 · Current belief

    “We need more leads.”

  2. 02 · Evidence

    Best-fit opportunities convert strongly, but almost half the pipeline falls outside the real buying profile.

  3. 03 · New understanding

    “Our issue may be targeting quality rather than lead quantity.”

  4. 04 · Buyer pull

    Leadership wants to see where poor-fit pipeline is entering.

  5. 05 · Next action

    Find where poor-fit pipeline is entering the system.

The meeting is not progress. Buyer movement is progress.

Who we help

Revenue Hunter is most useful when there is more performance available than the current GTM system is producing.

Founder-led sales is reaching its limit

  • The founder can sell.
  • The wider team cannot reliably reproduce the motion.

Growth is good, but should be better

  • The business is working.
  • Leadership believes substantially more commercial performance is available.

Activity is high. Revenue is not following.

  • Meetings, demos, pipeline and sales effort exist.
  • The output does not justify the input.

You have raised capital and need to deploy it intelligently

  • Growth expectations have increased.
  • Leadership needs confidence about where additional GTM investment will produce the greatest return.

Sales leadership is changing

  • A CRO or VP Sales has left, underperformed, or exposed deeper questions.
  • Leadership wants clarity before making another expensive decision.

You have traction without repeatability

  • Customers exist.
  • The organization cannot yet clearly explain why the best customers buy, or how to reproduce those wins reliably.
See All Situations

Timing

When it is worth talking to us

You do not need to know exactly what the problem is. That is often the point.

Revenue is below plan

The team is active, but the commercial result does not match the effort going in.

Growth is good, but you believe there is more available

Nothing is obviously broken.

You simply believe the current GTM system is leaving meaningful performance on the table.

You just raised capital

You need to decide where additional GTM investment will produce the greatest return before adding significant headcount or spend.

Founder-led sales is becoming a bottleneck

The founder still carries too much of the commercial motion and the team cannot reproduce the same results.

You are about to make a senior sales hire

You want confidence that you understand the problem before asking a new CRO or VP Sales to solve it.

A sales leader has just left

You want to separate leadership failure from deeper problems in market, proposition, process, team, or strategy.

Pipeline looks healthy but revenue is not following

The CRM says there is opportunity.

The bank account says otherwise.

You are entering a new market

You want to test what transfers, what does not, and what needs to change before scaling the motion.

The team is busy but you cannot see the leverage

There are too many initiatives and not enough confidence about which one should matter most.

You keep changing GTM tactics

New messaging. New channels. New sequences. New tools. New hires.

But the underlying commercial result has not changed enough.

These situations do not all require the same answer. That is why we start with the business.

You do not need to know what the problem is before talking to us.

Engagement model

Start with the business. Then decide what to change.

Outside-In Revenue Review

See where we think the biggest opportunity sits.

A focused commercial review designed to develop an independent view of your GTM and identify the areas most likely to create additional revenue performance.

Outputs can include

  • Primary commercial opportunity
  • Major revenue constraints
  • GTM leverage map
  • Buyer-state analysis
  • Funnel leakage
  • Key hypotheses
  • Recommended priorities
  • 90-day action path
Get an Outside-In View

90-Day Revenue Acceleration

Turn the opportunity into performance.

We work directly with your team on the commercial area with the greatest expected leverage. The work is determined by the business, not by a pre-packaged consulting product.

Possible areas

  • Pipeline
  • Positioning
  • ICP
  • Sales process
  • Founder-led sales
  • Conversion
  • Discovery
  • Pricing
  • Sales management
  • Deal progression
  • CRM
  • Expansion

Fractional Revenue Partner

Senior GTM judgment without another full-time executive.

Ongoing support for founders and commercial leaders who want experienced outside perspective, rigorous deal and pipeline inspection, and help continually improving the revenue system.

Ongoing work

  • Executive GTM sessions
  • Pipeline and deal inspection
  • Founder coaching
  • Sales leadership support
  • Experiment design
  • Priority re-evaluation
  • Board and forecast support
  • AI-assisted commercial analysis

Case studies

Insight before intervention.

Three situations where the evidence pointed somewhere other than the obvious fix.

Sample — verify before publication

They were about to double outbound. We recommended less pipeline.

Leadership believed growth had slowed because the team was not generating enough opportunities.

The pipeline data told a different story. Nearly half of discovery-stage opportunities fell outside the characteristics shared by the company’s highest-converting customers.

The problem was not insufficient activity. The sales team was spending too much time on opportunities that should never have entered the funnel.

What changed

Revenue Hunter narrowed the ICP, changed qualification rules, redesigned the first sales conversation, and introduced pipeline inspection around buyer quality rather than opportunity volume.

Within four months

  • Qualified opportunity conversion increased from 18% to 31%
  • Seller time spent on poor-fit opportunities fell materially
  • Average sales cycle reduced by 21%
  • Revenue grew without increasing SDR headcount

The intervention was almost the opposite of the one leadership initially planned.

Why this matters

The point is not that every company has this problem. It is that the original diagnosis was plausible, expensive, and wrong. That is exactly the kind of assumption the Revenue Review is designed to test.

What Would We Find Here?

They thought the demo was broken. The deal was being lost before the demo started.

A B2B software company had healthy demo volume but disappointing conversion. Leadership had already begun redesigning the product demo.

Reviewing the funnel and sales conversations showed that prospects were reaching the demo without sufficient understanding of the commercial problem or its economic consequence.

The demo was not the primary constraint. Discovery was.

What changed

Revenue Hunter rebuilt discovery around causal diagnosis, economic consequence, buyer state, stakeholder involvement, and clear reasons for the next interaction.

Over the next quarter

  • Demo-to-opportunity conversion increased by 34%
  • Average deal size increased by 19%
  • Fewer weak opportunities reached technical evaluation
  • Forecast accuracy improved

Changing the demo would have optimized the wrong stage of the sale.

Why this matters

The point is not that every company has this problem. It is that the original diagnosis was plausible, expensive, and wrong. That is exactly the kind of assumption the Revenue Review is designed to test.

What Would We Find Here?

The founder thought he had a sales-rep problem. He had a knowledge-transfer problem.

The founder remained the company’s strongest salesperson. New AEs were failing to reproduce his results, and leadership believed the problem was rep quality.

Call reviews showed the founder was making dozens of subtle decisions around account selection, positioning, qualification, stakeholder management, timing and commercial framing.

Almost none of that judgment had been encoded into the company’s sales system.

What changed

Revenue Hunter extracted the founder’s implicit selling logic and translated it into ICP criteria, discovery architecture, deal-review questions, messaging, stage exit criteria, buyer-state indicators and coaching.

Within six months

  • Two AEs exceeded quota
  • Founder involvement in routine opportunities fell by more than 50%
  • Conversion improved across the team
  • Revenue became less dependent on founder-led closing

The answer was not replacing the team. It was transferring the founder’s commercial judgment into the system.

Why this matters

The point is not that every company has this problem. It is that the original diagnosis was plausible, expensive, and wrong. That is exactly the kind of assumption the Revenue Review is designed to test.

What Would We Find Here?

Experience

Built from operating experience.

Revenue Hunter is led by James Lawrence, a B2B GTM and sales operator with approximately two decades of experience across startup, scale-up, and enterprise environments.

His work has included:

  • building sales teams
  • scaling revenue organizations
  • founder-led GTM
  • enterprise sales
  • international growth
  • pipeline creation
  • commercial strategy
  • sales management
  • GTM consulting
  • AI-enabled revenue operations

  1. Deel

    Helped scale EMEA sales during a period of exceptional growth, growing the team from approximately 5 to 35 and contributing during the company’s rise to approximately $70M ARR.

  2. MongoDB

    Worked in enterprise sales with major global organizations, including work connected to JP Morgan becoming a major global customer and Deloitte within the Big Four environment.

  3. Skipp

    Led commercial and GTM activity at an AI development business from early stage through approximately $24M in revenue by departure.

  4. Revenue / GTM consulting

    Worked with founders and commercial teams on pipeline, positioning, sales process, founder-led selling, international GTM, conversion and commercial strategy.

The value of Revenue Hunter is not that we have seen every business before. It is that experience creates pattern recognition. You can often see a commercial problem faster when you have seen multiple versions of it.

Operating difference

Different from a typical GTM engagement

Typical approach
Revenue Hunter
Start with a service.
Start with the business.
Apply best practices.
Test what is causing the actual result.
Measure seller activity.
Measure buyer movement as well.
Recommend multiple improvements.
Prioritize the highest-leverage intervention.
Deliver a strategy deck.
Work alongside the team to change the system.
Use AI as the proposition.
Use AI as leverage where it helps.
Keep selling the engagement.
Remain involved while involvement creates sufficient value.

Objectivity

Why an outside-in view can be useful

Nobody knows the company better than the people inside it. That creates enormous advantage. It can also create blind spots.

Over time, assumptions become invisible:

  • “This is our ICP.”
  • “The market wants this.”
  • “Our problem is pipeline.”
  • “The reps are the problem.”
  • “The demo needs work.”
  • “Customers buy because of X.”
  • “We need a CRO.”
  • “We need more marketing.”

Some assumptions are correct.

Some were once correct and no longer are.

Some have never been tested.

An outside perspective is useful because it is not invested in preserving the existing explanation. It can ask:

  • What if this diagnosis is wrong?
  • What evidence would prove it?
  • What else could explain the same result?
  • Where does the customer see this differently?
  • What would we do if we were not constrained by the current organizational structure?

Objectivity is not knowing more about your company than you do. It is being less attached to the current explanation.

Why Revenue Hunter

Senior commercial judgment. Applied where it matters most.

Operator-led

Experience comes from building, selling, managing and scaling — not simply advising.

Outside-in

An external perspective can often see assumptions the organization has stopped questioning.

Evidence-first

We form hypotheses and test them against the actual business.

Buyer-centered

Sales activity matters only when it helps buyers progress.

Constraint-led

We prioritize the part of the system with the greatest leverage rather than prescribing the same playbook to every company.

Hands-on

The objective is improved revenue performance, not a strategy document.

Technology

AI increases the leverage. Judgment determines where to apply it.

Technology does not determine the commercial strategy. The business does.

  • Analysis
  • Research
  • Call review
  • Account intelligence
  • Workflow execution
  • Operating leverage
  • Management visibility

Fit

Revenue Hunter is not for every company.

We are probably not the right fit if you want:

A lead-generation agency

If the decision has already been made that the only problem is lead volume and you simply want somebody to run outbound, there are more specialized providers.

Outsourced SDRs

We may help redesign pipeline creation, but we are not primarily a staffing service.

Generic sales training

We may coach sellers where behavior is constraining revenue, but we do not begin with a standard training curriculum.

A consultant to validate a decision already made

Sometimes the right answer is to confirm the existing plan. Sometimes it is to challenge it. You should want both.

A large strategy document

We use analysis to decide where to act. The work should change commercial behavior and performance.

Another AI tool

We use AI extensively where it increases leverage. We are not selling software your team then has to figure out how to use.

Someone to agree with leadership

An outside perspective is only valuable if it is genuinely independent.

The best engagements begin with leadership that wants the most useful answer, not a predetermined one.

After you get in touch

What happens next?

  1. 01

    We talk

    A short initial conversation to understand:

    • what the business is trying to achieve
    • what leadership currently believes
    • what has changed
    • why the question matters now

    This is not a scripted sales discovery call. The first objective is to determine whether there is a commercially useful conversation to have.

  2. 02

    We form an outside-in view

    Where possible, we do some thinking before recommending anything. We may look at:

    • your market
    • public positioning
    • customer evidence
    • team
    • sales motion
    • growth signals
    • obvious commercial patterns

    The objective is to arrive with a point of view rather than simply a list of questions.

  3. 03

    We decide whether deeper work is warranted

    Sometimes a useful conclusion can be reached quickly. Sometimes the business would benefit from a deeper Outside-In Revenue Review. If we do not believe there is a meaningful opportunity to help, we should say so.

  4. 04

    If there is a fit, we work on the highest-leverage opportunity

    The next step may be:

    • a Revenue Review
    • a focused intervention
    • a 90-day engagement
    • ongoing fractional support

    The intervention follows the evidence.

The first conversation should be useful before you decide whether to buy anything.

Start the Conversation

There is probably more revenue performance available.

The useful question is where.

An outside perspective can often identify assumptions, bottlenecks and opportunities that become difficult to see from inside the business.

See What We'd Change

The first conversation should be useful before you decide whether to buy anything.