Why synergy
Growth problems rarely belong to just one part of the business.
Sales, marketing, people, partners, process, and leadership all affect how growth works.
We start by understanding what is actually getting in the way, what needs to change, and what the business needs next.
The goal is not more activity. It is better decisions about growth.
A lead-generation problem
A sales problem
may be a positioning problem.
may be a management or process problem.
A marketing problem
A hiring problem
may really be a lack of priorities.
may exist because the company has not yet defined what the role needs to accomplish.
WHY OUR MODEL IS DIFFERENT
We do not have to make the problem fit our service.
Most providers are hired to solve the problem they specialize in.
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We look across the whole growth picture and decide what combination of leadership, people, partners, and execution the business actually needs.Â
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Then we help put it in place.
The business does not have to adapt to our model. We build the model around the business.
What we won't do
Sell you a predetermined program. No curriculum, no templates you have to force-fit.
Make ourselves permanent. Every engagement is designed so your team can run growth without us.
Hand you a deck and leave. We stay through execution.
Promise overnight MRR. Lasting growth and independence comes from ownership, process, and leadership, not one campaign.
Christopher LARCADE
Co-Founder | Revenue Leadership & Growth Execution
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Chris has spent 25+ years leading revenue in complex, relationship-driven B2B sales, where the deal is won on credibility, not price. That's how MSPs win business.
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His background includes senior sales leadership roles with Disney Media & Entertainment, Sinclair Broadcast Group, and Petry Television.
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Today, Chris focuses on the commercial side of growth for founder-led companies: how companies sell, how they manage revenue, whether priorities translate into action, and who is accountable for results.
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Chris looks at questions such as:
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Do we know where the next revenue is supposed to come from?
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Are we turning enough of the right opportunities into business?
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Is the way we sell repeatable, or does too much still depend on individual effort?
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Do the people involved in revenue know what they own and what success looks like?
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When results fall short, do we know why—and what needs to change?
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Chris’s lens:
Do we know how revenue is supposed to happen, who owns each part of it, and whether the business can repeat it?
Two different backgrounds.
One shared view of growth.
TAZ LARCADE
Co-Founder | Strategy, Growth & Business Building
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Taz has built and sold two businesses over 25+ years, so she's sat in the founder's seat through the exact transition our clients face: moving from doing everything yourself to building a company that runs without you.
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Her work focuses on strategy, positioning, business development, marketing, customer success, and the decisions that shape a company's growth.
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She helps founders determine what matters most, what should change, what capability is missing, and where the next investment will create the most value.
Taz looks at questions such as:
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What problem are we really trying to solve?
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What matters most right now?
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What should stay with the founder?
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What capability is actually missing?
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Is the next investment likely to make growth easier or just create another thing to manage?
Taz’s lens:
Are we solving the right growth problem, what does the business need next, and how do we make it practical to execute?
WHY THE COMBINATION MATTERS
Different questions lead to better answers.
Chris asks: Can the way we sell actually produce the revenue we need?
Taz asks: Are we solving the right growth problem in the first place?
Together, they look at both what the business should do and whether the commercial model can make it work.
That is the advantage of looking at growth from more than one direction.