Revenue Growth Consulting — KaYu Solutions

Revenue doesn’t stall because the market is wrong.

It stalls because something inside the business is holding it back: a pricing structure that undervalues the product, a pipeline that loses buyers at the same point every time, a sales team without the clarity or motivation to perform consistently, a department organised around the wrong model for how the business actually sells.

Finding that thing is most of the work. The fixing, once the constraint is identified, is usually more straightforward than the diagnosis.

The track record

Kate has delivered 100%+ year-on-year revenue growth across multiple businesses in sectors that have nothing obvious in common: financial services, consumer retail, and travel. The consistency across contexts is what makes it a methodology rather than a streak of good timing.

The foundation is unusual. Before moving into commercial leadership, Kate spent years in banking: credit division sales, then heading the credit division, then auditing it. She later worked across government accounting at regional level. That background in financial controls and structured analysis informs how she approaches commercial problems. She reads a sales function the way an auditor reads a process: looking for where the numbers don’t match the activity, where the assumptions are untested, where the structure is producing the wrong output.

The result is that her commercial recommendations tend to be grounded in the financial reality of the business — not just in what sales numbers look achievable, but in what the margin, pricing, and cost structure can support.

What the engagement addresses

The constraint on revenue is usually found in one of four areas:

Pricing — whether the price architecture reflects what the market will actually pay, and whether it’s structured in a way that supports the sales process rather than complicating it. Businesses frequently undercharge, inconsistently discount, or price in ways that make comparison difficult for buyers and margin management difficult internally.

Pipeline — where in the sales process leads are being lost and why. The diagnosis usually requires looking at both the structure of the process and the quality of what’s entering it. A pipeline problem is sometimes a lead quality problem and sometimes a conversion problem, and the fix is different for each.

Structure — whether the sales team is organised in a way that matches how buyers actually move from interest to purchase. This includes role design, territory or segment division, and the balance between new business and account management activity.

People — whether the team has the targets, training, incentives, and management attention to perform consistently. Kate has run hiring processes for commercial roles, built individual and team incentive structures, and developed sales people from early-career into senior performers. The people work is inseparable from the structural work.

How it works

Kate works directly with the business — not through a framework delivered and left behind. The engagement begins with understanding where the constraint actually sits, which sometimes means re-examining an assumption the business has held for a long time.

From there, the work is practical: changing the pricing, restructuring the team, redesigning the process, or some combination. The measure is revenue, and the engagement is accountable to that.

If your revenue has stalled — or is growing but slower than it should be — get in touch.