Revenue Arc is a business-to-business
scaling advisory firm.
Growth is not scale. Not even when it’s fast.
01Who we help
Chief executives and boards of technology companies, and the investors behind them, before they put money into growth. Before a deal closes. When a value creation plan is being set. After an acquisition. In a turnaround or a restructure. Whenever a board is about to fund a growth plan.
02What we do
We test your records against the written standard for scale, and reveal the critical variances in your numbers and between your leaders. We facilitate the strategic decisions that follow, so your executive team can execute a plan they built, on evidence, that every one of them argued for and will act on.
03The value we deliver
Capital goes to the right things, in the right order, at the right time. You know in writing whether your records prove the company can scale, what limits it, and what to fix first. Every item in the plan has an owner, a date and a budget, agreed by the people who will carry it out.
The one standard for scale
It’s worth repeating, because the misconception can be expensive: Not even fast growth guarantees scale. We codified the properties and conditions of scaling successes and built the standard. The Truthscaling Study is a forensic comparison of two large groups of business-to-business technology companies, the successes and the failures. Every company is named, every metric is shown, every result is disclosed in the register.
Many of the companies that failed to scale grew their revenue. The study corrects a common belief about growth, showing that revenue rising fast for several years does not mean a company has scaled. Every result we give is based on comparative empirical research using forensic analysis.
of invested cash lost across 43 of the companies that failed to scale
Revenue shows what happened, not why
Flat or falling revenue brings pressure to act quickly, and leaders often fund the most visible problem rather than its cause. When revenue is growing, the plan looks right and few people question it. Yet growth can be paid for in several ways.
- More salespeople
- Discounts and concessions
- Engineering built for one large name
- An acquisition that adds revenue without improving the business that bought it
Each adds revenue this year. None shows whether the company can win and keep its next customer at the same cost or less. We test the records behind the figure before more capital goes in.
Will our growth continue if we stop the extra spending on it?
What should we spend money on now to revive our growth, and what after that?
HOW WE WORK
Three steps. Each useful on its own.
Before anything is decided, we set out where the company actually stands, read from its own records rather than from opinion. What is true, what limits the company, and what to fix first.
A result changes nothing until the people who run the company reach one position, working from a single body of evidence. Current state by area, the problems named, and the remedies the team will be measured against.
A plan is ready when every change has money against it, a place in the order, and a name. We do not carry out the work, and we take no fee from anyone who does. We will help you find the right partners.
The three products
Readiness Check
Twelve questions, ten minutes, and a result based on your own answers.
Free
The Scaling Baseline
We read your records against a written standard and tell you what is true, whether they prove the company can scale, what limits it, and what to fix first.
£19,500
The Strategy Offsite
Three days with your executive team, starting from the Scaling Baseline. They settle where the company stands, find what is causing each problem, and decide which changes matter most. The case for the board is built before they leave, in their own words.
Price on request
WHO IT'S FOR
Technology, software and services companies, and the investors behind them.
Before a deal closes. When a value creation plan is being set. After an acquisition, when two revenue engines have to become one. In a turnaround or a restructure. And whenever a board is about to fund a growth plan.
These are the points where being wrong about scaling costs the most, because the capital is committed long before anyone finds out.
that tell them apart.