What a twelve-week engagement with TCC actually looks like, week by week

Most people who ask about this want two answers before anything else. How much of my own time does this take, and what do I actually have when it ends.

Briefly, then. Around 4 to 5 hours a week for the first month, 1 to 2 after that. And at week twelve you have systems your team runs without us, not a document describing what you should do.

Here is what happens in between.

Weeks 1 and 2, the audit

We look at what is already there before changing anything. That means your CRM, analytics, active campaigns, onboarding sequences, ticketing data and the last two quarters of pipeline data.

What we need from you in this fortnight is access and honesty about what is not working. Admin access to CRM and analytics, ticketing system; plus an hour with whoever owns each system. The honesty part matters more than the access. Audits that get a sanitised version of the situation produce sanitised recommendations.

Something usually surfaces here that nobody was expecting.

Weeks 3 and 4, agreeing the number

Before anything gets built we agree the single number this engagement is judged against.

One number, not a dashboard. A dashboard lets everyone point at the metric that happens to be moving. One number means we either moved it or we did not, and so do you.

Numbers we have used before: qualified pipeline created per month, demo to close rate, revenue retained from customers acquired in a given quarter, ARR, MRR, time to market, ARPU. Which one fits depends on where the constraint actually is, which is what the audit was for.

You and the stakeholders sign off on it. If we cannot agree a number here, that is a signal worth taking seriously rather than working around.

Weeks 5 to 8, build

The longest stretch and the least visible from outside.

What gets built: For example lead routing and qualification rules, sequenced follow-up, a defined sales process with exit criteria per stage, onboarding handoff, and reporting against the agreed number.

Your involvement drops here. Roughly a weekly check-in of 30 minutes, plus decisions when something needs your call. This is the phase where founders expect to be busy and are not, which occasionally feels wrong and is the point.

Weeks 9 and 10, handover

Your team runs it while we are still here to catch what breaks. That order matters. Documentation handed over at the end of an engagement gets read once and then not again.

Who gets trained? Usually whoever owns sales and whoever owns marketing, plus one person who can maintain the systems. By the end of week ten they should be running the whole thing with us watching rather than the other way round.

If that is not true by week ten, we have a problem worth naming rather than papering over in the last fortnight.

Weeks 11 and 12, proof

We look at the number we agreed in week four.

Twelve weeks is not long enough for everything. What realistically is not finished, is usually anything with a sales cycle longer than the engagement itself. Saying that plainly does more for credibility than any result claim on this page.

What we need from you

Three things, and engagements that go badly usually go badly here rather than in the work.

Time. 4 to 5 hours a week in weeks 1 to 4, then 1 to 2. The front half is heavier because the decisions are.

Access. Systems, data and people. Partial access produces partial work, and we would rather know on day one than discover it in week six.

Decisions. Some things only you can sign off, and how quickly you do it sets the pace.

What this is not

Not an ongoing retainer. Twelve weeks, then your team runs it. Whether ongoing support is offered separately, depends on the problems and leaks we find during the audit.

Not like a rebrand or a website project.

Not a guarantee. Anyone promising a specific revenue outcome in twelve weeks is guessing, and you should treat that as information about them.

Common questions