The flagship engagement
Nobody in your business owns revenue.
You own the clinical or legal work. Your administrator owns operations. Your vendors each own one metric on one dashboard. Between the moment somebody decides they need you and the moment money clears, there is a long stretch of your business with no executive attached to it. That stretch is where the money is.
The journey
Trace one customer through your org chart.
Every handoff below is a place revenue falls out — and not one person is measured on the handoffs.
Now ask who owns that end to end. In almost every practice and firm in America the honest answer is nobody. Your SEO vendor owns rankings. Your ads vendor owns cost per lead. Your front desk owns the phone during business hours. Your providers own the work itself.
Not a people problem. A structural one — and the most expensive one in independent professional services.
Chief Marketing Officer versus Chief Revenue Officer
This distinction is the entire offer. Every vendor you have hired to date has been a CMO-shaped solution to a CRO-shaped problem — which is why you have good dashboards and flat revenue.
| A fractional CMO | A fractional CRO | |
|---|---|---|
| Owns | Leads, brand, campaigns, marketing spend. | Everything from first contact to collected revenue, including the parts marketing never touches. |
| Measured on | Cost per lead, traffic, impressions, leads delivered. | Customers acquired, what each one cost, and what they were worth. |
| Authority over your front line | None. | Protocols, scripting, response standards, scoring, accountability. |
| Authority over vendors | Usually is one of the vendors. | Hires, manages, grades and replaces them on your behalf. |
| Owns follow-up on the ones who did not convert | No. That is "operations." | Yes. It is the highest-margin revenue in the building. |
| When a number is bad | Reports the metric. | Owns the number and brings you the decision. |
One executive. Four seats. No freelancers.
The most common failure in this category is a single fractional consultant with good ideas and no capacity to execute them. The second most common is an agency with plenty of capacity and nobody senior enough to decide what to execute. You get both halves, and they are the same four seats on every engagement.
Chief Revenue Officer
The number. Strategy, budget allocation, vendor performance, the monthly Revenue Council, quarterly planning against your P&L, and telling you the truth when a metric is bad — including when the cause is us.
This seat is Jorge Raziel and it is never delegated.
Demand Lead
Paid acquisition, AI visibility, local and organic search, creative and landing pages. Measured on customers acquired, not on clicks delivered.
Conversion Engineer
The AI agents, the intake and qualification logic, the routing rules, the recovery and reactivation automations, and every integration between your system of record and everything else.
Revenue Analyst
Attribution end to end, the dashboard, call recording and scoring, lost-opportunity analysis, and the monthly report that tells you what every dollar produced.
What the engagement actually includes
One — The full system, built and operated
All four pillars. Acquire: AI visibility, local and organic search, paid acquisition. Convert: a 24/7 AI voice or intake agent, a sixty-second response standard on every channel, priority routing. Recover: missed calls, no-shows, the follow-up nobody has time for, dormant database reactivation. Optimize: attribution from impression to collected revenue.
Built on the software you already run and managed month after month, not handed to you as a project plan.
Two — One scorecard the whole business runs on
A single page, updated daily, that everyone from the front desk to the owner sees. Demand by source. Answer rate and speed to first response. Conversion by stage. Retention and referral. And at the bottom, the only number that matters: what it costs to acquire a customer and what that customer was worth.
Not a marketing report. A revenue instrument.
Three — The monthly Revenue Council
Ninety minutes, on site or on video, with you and everyone who touches the customer journey. We work the scorecard line by line. Every red number gets a named owner and a date. Last month's commitments are reviewed first, out loud, in front of the room.
It is the highest-leverage ninety minutes in the month, and almost nobody at your size has ever held it.
Four — Vendor management, with teeth
We hold your remaining vendors to the scorecard on your behalf. We take their calls, review their work, grade their output against revenue rather than against their own metrics, and tell you plainly when one should be replaced.
We take no referral fees, revenue shares or rebates from any vendor, ever. That is what makes the grading worth anything.
Five — Team enablement
Call scoring with coaching, not just recording. Written protocols and response standards. Conversion coaching for the people who actually talk to your customers. Follow-up ownership assigned to a person rather than to a hope.
Your team keeps their jobs and gets better at them. What changes is that somebody is finally measuring the handoffs.
Six — Quarterly planning against your P&L
Every quarter we build the next ninety days from your actual numbers: capacity, provider or attorney mix, service-line margin, market conditions and the scorecard trend.
You end each quarter with a written plan and a budget you can defend to a partner, a lender or a buyer.
What we own, and what stays yours
| We own | You own |
|---|---|
| The revenue scorecard and its accuracy. | All clinical and legal judgment, always and entirely. |
| Marketing strategy, budget allocation and vendor performance. | Final approval of budget and of any spend increase. |
| Response standards, intake protocols and scripting. | Hiring, firing and compensation of your people. |
| Recovery, reactivation and follow-up systems. | Fees, case criteria, treatment planning and financial policy. |
| The monthly Revenue Council agenda and the decisions coming out of it. | Whether to accept the recommendation. It is your business. |
| Every system we build, maintained and documented. | Every asset we build. If you leave, you take all of it. |
| Telling you the truth when a number is bad, including when the cause is us. | Showing up to the Council. This does not work if you skip it. |
What we put in writing
The guarantee
- Instrumented in thirty days, or the build is refunded in full. Within thirty days of launch you will see every stage from first inquiry to collected revenue on one dashboard, by source. If you cannot, you get the implementation fee back.
- The ninety-day response standard. Answer rate on all tracked inbound lines at 95% or better, and median time to first response under sixty seconds on every channel. If it is not, we work free until it is, and we refund the management fees for the period in which it was not.
- The scorecard by day sixty. If at sixty days your business does not have a single live revenue scorecard your whole team runs on and that you trust, we refund every fee paid to that point. Not prorated. All of it.
- A written Revenue Council summary within forty-eight hours of every session, with named owners and dates. If you do not receive it, that month is free.
- What we will never guarantee is a revenue figure, a number of patients, or a number of signed cases. Your fees, your calendar, your case criteria and your own team all sit between our work and your bank account, and none of those belong to us. Anyone who guarantees you revenue they do not control is telling you in advance how the rest of the relationship will go.
Who this is for, and who it is emphatically not for
This is a fit if
- You do $2 million or more, or you run multiple locations, offices or practice areas.
- You will actually give the role authority. A Chief Revenue Officer with no authority over vendors and no voice on protocols is an expensive consultant writing memos.
- You will attend the Revenue Council every month. That is the one non-negotiable.
- You want to be told the truth even when it concerns a decision you made, and you can hear that without it damaging the relationship.
This is not a fit if
- You want advice you can ignore. There are consultants for that and they cost less.
- You want to keep every current vendor regardless of what the numbers say. Then you do not want a CRO, you want a cheerleader.
- You are looking for a ninety-day trial. The compounding parts take two to three quarters and we will not pretend otherwise to close you.
- You do under $1.5 million. The economics do not favor you at this tier — start a tier lower. We will tell you that on the call and it costs you nothing to hear it.
Questions we get at this level
How is this different from a practice management or law firm consultant?
A consultant teaches your team and leaves you a binder. We build and operate the systems, hold the vendors, own the scorecard, and stay. Consultants are paid for advice; we are paid for the number. Some excellent consultants pair well with this, and if you have one we will say so rather than compete with them.
What does this require from me personally?
Ninety minutes a month for the Revenue Council, a half day in the first month for protocols and priorities, and a quarterly planning session. That is the whole commitment. If a fractional executive needs more of the highest-paid producer's billable or clinical hours than that, the arrangement is inverted.
Will you work with my office manager or administrator, or around them?
With them, always, and they should be in the Council. Most are relieved by this role, because growth has been quietly landing on their desk for years without the authority, budget or time to do anything about it. If somebody is still threatened after two Councils, that is worth knowing early and we will raise it with you directly.
Do you take equity, a percentage of revenue, or commissions?
No, none of the three. Flat fee only, no software commissions, no markup on media. Percentage arrangements in healthcare create incentives nobody wants near a treatment plan, and in law they run into rules about fee sharing that a marketing engagement should stay well clear of.
How many of these do you run?
Four seats at a time, never more than two in either industry. The role requires being genuinely inside a business every month and that does not scale, which is precisely why it works. When both seats are full there is a waiting list, and we will tell you honestly what that looks like rather than selling you a lesser tier to hold you over.
What happens at the end of the first year?
We go quarterly, or you stop. If you stop, you keep everything — systems, dashboards, protocols, campaigns, data, recordings, documentation. Some of the best outcomes in this role end with a business hiring a full-time growth lead and us spending sixty days training them into the system we built. If that is where you are headed, say so at the start and we will build toward it deliberately.
The first step is a conversation, not a proposal.
Forty-five minutes. Bring your revenue number, your marketing spend, and your two biggest frustrations. We will ask direct questions about your vendors, your intake, your capacity and what you are actually trying to build.
At the end you will hear one of three things: that the seat is right and here is what the Blueprint would look for, that you should start a tier lower and spend less, or that we are not the right firm for your situation. All three answers are free.