Can a single day really be enough?

The day works because it does not start from nothing. The market research that would otherwise fill the first week is finished before you arrive, so every hour in the room is spent deciding and building rather than gathering. You are also not being taught a framework to apply later. The play is written, installed and run on a real company from your own list before anybody goes home. The thirty days afterwards exist for the one part that genuinely cannot be compressed, which is your team using the system for the first time on live accounts.

How much of my team's time does this take?

One working day, plus about half an hour beforehand. The intake form takes thirty minutes and tells us what you sell, who buys it and how new business happens today. The workshop itself runs from roughly half past nine to five, with a break for lunch. After that the commitment is the weekly hour your team was always going to need, and Peter carries the refinement work through the following month so it does not land on anyone's desk.

Two to four people at most: whoever owns growth, and whoever actually does the selling. They need to be in the room for the whole day, because each session builds on the decisions made in the one before, and those decisions become harder to unpick once we start building.

What does the support in the thirty days actually cover?

Three things. Peter reviews the output as your first real accounts go through the play and corrects the prompts and scoring himself, so the tuning does not become your team's homework. He answers questions by text or email within a working day. Then at the end of the month there is a review call, where we look at what the system produced, adjust anything that is not working, and confirm the weekly hour is holding without him. After that there is nothing further to pay and no licence to renew.

Will you interview our clients?

No, for two reasons. It would make the engagement considerably slower and more expensive, and you understand your market far better than we could in a month. We bring the research, the system design and twenty years of consultancy business development. You bring the commercial judgement about who is genuinely worth pursuing.

Do we need to change our CRM?

No. We build the system inside the tools you already use, because software you have already paid for and already know how to use is far more likely to be adopted. We only recommend anything new when a genuine gap is blocking the process, and that is rare.

Is this an AI automation agency?

No. Business development comes first and AI provides the leverage. The AI handles the research, the market scanning and the preparation, all of which are slow and repetitive. A person keeps the commercial judgement and approves anything that reaches a buyer, because your reputation took years to build and a poorly judged message can undo it in an afternoon. If what you want is a bot firing cold sequences at a purchased list, we are the wrong firm.

Could we not just do this ourselves with ChatGPT?

You could, and it would take you somewhere between six and twelve months. The difficult part was never the technology. It is knowing which buying triggers genuinely matter in a consultancy market, what a credible approach looks like when it comes from a partner-led firm, and where a human has to stay in the loop so that you do not damage a reputation you spent years building. That judgement took Peter twenty years to acquire, and the workshop is how you borrow it in a day.

What is the wait time?

Peter runs every workshop personally and supports every firm through the month that follows, so only a small number are ever underway at once. In practice that means two to six weeks before a date becomes available. If you have a growth push or a planning cycle approaching, it is worth reserving earlier rather than later.

The price is fixed because the scope is fixed: the market research before the day, the workshop itself, the AI installed and working inside your tools, the playbook your team keeps, and thirty days of support while they run it. There are no tiers, no day rates that creep upwards and nothing to renew. Weigh it against the six months of partner time you would otherwise spend working this out, or against the salary of someone who would have to learn it first. If we do not believe the workshop would find enough opportunity in your market to justify the fee, Peter will tell you before you book rather than afterwards.

[ HUMAN-LED. AI-AUGMENTED. BUSINESS DEVELOPMENT. ]

Let’s fix your unpredictable pipeline.

Consulting Revenue gives boutique B2B consultancies a business development process that runs whether or not anyone feels like selling this week. We research your market before we meet, build the whole system with your team in a single day, and stay with you for thirty days while it beds in. Then it is yours and we leave.

Book your workshop See the day

20+

years building consultancy BD

5×

monthly conversations

£170K+

new revenue in 60 days

1 day

in the room, then 30 days of support

AI AugmentedBusiness DevelopmentWorkshop

The workshop is one day with your team, and it comes in three parts. Because the market research is finished before we meet, the whole day is spent deciding and building rather than gathering. You end it with a ranked list of companies to approach, a written play for approaching them, the AI running in your own tools, and a team that has used it. Peter then stays with you for thirty days while your people run it for the first time. Assembling the same thing yourself takes six to twelve months.

01 / Before the day

The research is finished before you arrive

We map and rank your market in advance, so the workshop opens with real company names and real buying triggers rather than a blank whiteboard.

02 / The day itself

The system is built in the room

Your team decides what to pursue, we write the play, install the AI in the tools you already own, and run a real company through it while you watch.

03 / The 30 days after

Peter stays while your team runs it

Refinements, questions answered within a working day, and a review call at the end of the month, because the first live cycle is the part that cannot be compressed.

Fixed price

£5,000

The scope is fixed before we start, so there are no tiers, no day rates and nothing to renew afterwards. A five-person firm and a fifty-person firm pay exactly the same.

Book your workshop

What you get

Your market, mapped and ranked

Deciding which companies deserve your attention is the single highest-value piece of research a consultancy can do, and it is the first thing dropped when everyone is billing. So we do it before the workshop rather than during it. AI reads across your addressable market and returns actual companies by name, not a description of an ideal client. Each one is scored on how closely it matches the work you sell, and each carries the event that makes it worth approaching this quarter: a programme that has just been funded, a new director who owns the budget, a strategy published without a partner attached, or a capability they are deciding whether to build or buy. You walk into the room already knowing who to call and what to open with.

Your business development playbook

A play is one repeatable commercial move, such as approaching a company whose transformation programme has just been signed off. We write each one out from end to end: the event that starts it, the research the AI carries out, how the account is scored, what gets drafted, and the point at which a partner reads it and approves. All of it is written in plain English rather than buried in software settings, because a playbook your people cannot read is a playbook they will not use. The effect is that selling stops being the private talent of whoever is best at it and becomes something the firm owns.

The system running, and your team trained to run it

We build the play into the software your firm already runs on, so there is no new subscription and no new interface for anyone to learn. Then we take one real target company and put it through the play while your team watches, because the only way to know whether AI-drafted research and outreach is good enough to send is to look at it on a company you recognise. Last, we set the weekly meeting that keeps the work moving during a busy delivery month. You leave owning the capability rather than renting it from us.

“Generated over £170,000 in two months. I thought I understood my buyers. I didn’t. The system gave me clarity, confidence and an offer they said yes to.”

Dr Peter Williams / corporate consultant

Do you have a business development problem?

Tick every one that describes your firm. Nothing is submitted and nothing is stored, but the count underneath will tell you what the pattern usually means.

Over to you

Tick the ones that sound like your firm.

Nothing is submitted and nothing is sent anywhere. The list is here because the pattern is far easier to see when it is in front of you than when it is spread across three years of trading.

The three steps I run for every consultancy I work with.

The order is the same every time, whatever the firm sells, because each step depends on the one before it. The first step is finished before we meet and the other two happen in the room, which is how the whole thing fits into one day and still saves a firm the six to twelve months otherwise spent guessing.

Step 1

Audit what actually happens

We work from the evidence rather than from anybody's opinion.

We do not ask your partners to describe how the firm wins work, because every firm describes a tidier version of itself than the one in the records. Instead we read the records: your last twenty opportunities, the proposals behind them, and which of those you won and lost. This happens before the workshop, so the day opens with findings rather than questions.

Questions we answer

Where did your last twenty pieces of work genuinely come from, rather than where everyone assumes they came from?
How many first conversations turn into proposals, and how many proposals turn into signed work?
Which activities produced a real conversation last quarter, and which merely filled a calendar?
Can any spend or effort be traced to a client win, or is the link a matter of faith?

The red flags we look for

Every partner describes the ideal client slightly differently, so the firm markets to nobody in particular.
Referrals are treated as a strategy, when they are really a result you cannot control.
There is no line anyone can trace from activity to conversation to proposal to win.

Step 2

Find the gaps in the system

Most consultancies have tactics. Very few have a system.

In nearly every firm we audit, business development is a craft rather than a process. One or two senior people are genuinely good at it, and nothing is written down, so nobody else can do it. A craft cannot be handed over, which is exactly why new business stops the month those one or two people are buried in delivery. We settle this in the morning of the workshop.

What we test for

Is there a written way of winning work, or is it reinvented by whoever picks it up that quarter?
Do you agree which companies are worth pursuing before somebody starts writing to them?
After a campaign, can you say whether it worked, or only that people were busy?
Do you know what an average client is worth over its lifetime, or are you fairly sure it is profitable?

Step 3

Rebuild in the order that works

We build in sequence, because the order is what makes it hold.

Most firms jump straight to the third step below, buy a tool, and then wonder why nothing changed. Sending more messages into a market you have not defined only produces more of the wrong conversations, so we do not turn the volume up until the first two steps are settled. This is the afternoon, and it carries on through the thirty days that follow.

The sequence

First the market, because you cannot write a process until you know which companies it is aimed at.
Then one play, run on a real company while you watch, so you trust the output before you scale it.
Then the AI, doing the research and the first drafts, once you know what good looks like.
Finally the weekly hour, so the same work happens whether or not delivery is busy.

The AI is the easy part. Knowing what to point it at is not.

Most consultancies we speak to have already bought an AI writing tool and pointed it at a list of prospects. It produced a great deal more email and no more meetings, which is why they are sceptical by the time they reach us. What was missing was never the software. It was the judgement that decides which two hundred companies out of forty thousand are worth approaching, what has just changed inside them, and what a partner could credibly say about it. That judgement is what the workshop installs.

On your own

6 to 12 months

You would need to choose the tools, work out what AI is genuinely good at, write prompts that survive contact with a real buyer, discard the ones that do not, and fit all of it around fee-earning work. Most firms get as far as the second step and quietly stop.

Hire for it

3 months and a salary

You would need to find someone who understands both consultancy business development and applied AI, which is a rare combination and priced accordingly. You then wait while they learn your market, and whatever they build leaves with them when they go.

The workshop

One day

Peter spent twenty years building business development functions inside expert-led firms, then several more building the same thinking into an AI product. You are buying the finished method rather than the twenty years of experiments that produced it, and the method belongs to your firm from the moment the day ends.

The system, in three parts.

You end up with a list of companies worth pursuing, a written method for pursuing them, and the AI already doing the research behind it. All three are documented in plain English, sit inside the software you already own, and can be changed by your own people without calling us.

Your market, mapped and ranked

You receive a list of named companies, each scored against what you sell and each carrying the reason it is worth a call this quarter.

Target market / ranked

Northgate Partners

Board signed off a transformation programme this quarter

Funded

Havelock Group

New COO hired to run a cost programme, 60 days in

New buyer

Ardley Financial

Two new strategic priorities published, no partner named

Trigger

Kirkwall Industries

Hiring for a capability you deliver better than they will

Build vs buy

Each account is ranked on fit, on its buying trigger, and on how quickly it is likely to move

Your business development playbook

Every play is written out in full, so anyone in the firm can run it without asking how it works.

Play / funded programme announced

Trigger

Ardley announces a funded three-year programme

Research

Budget owner, decision process, comparable work

Score

Service-line fit 94 / timing now

Prepared

A point of view on the first 90 days, with evidence

Human step

A partner approves it before anything leaves

The system running, and your team trained to run it

The AI is set up inside the tools you already pay for, and your team has used it on a real company before the day ends.

This week / the pipeline moves

Call Northgate's programme director

Today

Approve and send the Havelock approach

Today

Ardley point of view, review and send

Thursday

Kirkwall: build-vs-buy conversation booked

Friday

The same list is reviewed every week, so every action carries a named owner and a date

Here is exactly what the day looks like.

The research before it, every session in it, and the thirty days after it are all set out below, so you can put the whole engagement in the diary before you speak to anybody.

Phase 01

Before the day: the research.

What your team does

You complete one intake form covering what you sell, who buys it, what you charge and how new business happens today. It takes about half an hour. Anything that sharpens the picture helps: recent proposals, your record of wins and losses, and a recording of a real sales conversation if you have one to hand.

What Peter does

We read your last twenty opportunities, research your market and build the first version of your ranked account list before we meet, because a day that opens with evidence is worth far more than a day that opens with a blank whiteboard. That is why you see real company names and real buying triggers at half past nine rather than a framework.

Phase 02

The day: decide it, then build it.

One working day with your team, roughly half past nine until five. The morning decides what to build and the afternoon builds it, so the system is running before anybody goes home.