Work
What was found, and what it was worth.
Company names are withheld and the companies are described by shape. Every figure came from the company’s own reporting, measured against actuals at the start of the engagement rather than against a forecast.
Two engagements are shown because two is the honest number. The same four headings will be used for every one that follows, so the page stays scannable as it grows.
Cybersecurity software, venture backed
Head of growth · eighteen months
Situation
Roughly one to two million in revenue, in a category that buyers did not yet have a name for and that the company could not yet explain in one sentence. Backed, funded, and stalled.
What was found
The company was selling a capability its buyers did not yet have a budget line for. Every deal was an education cycle, pipeline was being read as demand, and marketing spend was scaling the confusion faster than the category.
What changed
Positioning was rebuilt around the problem the buyer already had a budget for. Then the go to market was built from the ground up, positioning through pipeline, with the sales motion and the marketing engine designed as one system and one definition of a qualified deal that both sides signed.
What it was worth
Six to seven million in revenue inside eighteen months, from roughly one to two. Then an acquisition.
AI platform, retail returns and secondary markets, founder backed
Revenue operating structure · current
Situation
A young company with well known founders, a real product and no operating structure behind it. Teams organised around who joined first rather than around the work, and no shared definition of the customer journey.
What was found
The revenue engine did not exist as a system. Sales, operations and marketing each ran on their own tools and their own data, and none of the three could see what the other two were doing.
What changed
Internal teams were reorganised around the work. A sales team structure was built from scratch. Standard operating procedures were written for operations. The revenue operations stack and the sales and marketing stack were rebuilt on one data model so that one number meant one thing everywhere.
What it was worth
A revenue engine that exists as a system for the first time. One sales structure, one set of operating procedures, one data model across sales, operations and marketing, so the founders can read the business from a single page. Engagement ongoing. Figures follow the first full cycle.
What the two have in common
Different companies. The same shape of problem.
One was venture backed and eight years old, one was founder backed and barely started. Neither had a marketing problem.
The symptom arrived first
Both companies described their problem as pipeline. In both, pipeline was where an upstream fault showed up, positioning in one, the absence of any operating system in the other.
The fix crossed departments
Neither was solved inside marketing. One needed sales, marketing and product to agree on who the buyer was. The other needed sales, operations and marketing to run on one set of numbers.
The result was structural
In both, what was left behind was a system the team runs without Liquid Lock in the room. That is the only kind of result a buyer will pay for at exit.
How results are stated
Measured the way a buyer measures them.
Three commitments about every figure on this page.
Measured how
Against actuals at engagement start, from the company’s own systems. Never against a forecast, and never against a number Liquid Lock produced.
Attribution
Shared with the company’s team. Liquid Lock does not claim results it did not operate, and it does not claim sole credit for results it did.
References
Sponsor side and founder side references are available at the second conversation, under the same confidentiality the companies asked for here.
Your situation is probably on this page already.
Four weeks to find out which one, and what it is costing you.