Senior commercial leadership, without the full-time cost
Advisory is Silvengate acting as your commercial leadership: we diagnose, set the position and the plan, and stay to run it. The measures are agreed in writing before any of it starts
A few questions, then a written read of what is holding growth back, what we would fix first, and why
Six ways in, depending on what you need decided
Each scoped on its own, or folded together where one feeds the next
Business Diagnostic
Where you lose customers between first enquiry and sale, and what to fix first. Two to three weeks.
Market and competitor analysis
Who you are actually losing customers to, measured on eight lenses, and the position to take.
Positioning and ICP
One sentence the whole business can repeat, and the customer you win most profitably.
Growth strategy and plan
Six decisions, each with a number and an owner, in a 90-day plan.
Growth partnership
We run the plan monthly, on a flat fee, judged on four commercial numbers.
Startup growth programme
The sales motion built before the first sales hire, for pre-seed to Series A.
Advice that comes with the people to carry it out
The plans are executed by the group’s own teams, so the recommendation and the delivery answer to the same partner. Everything built sits in your accounts and stays yours
Teams and rhythm
Where the plan needs it, we design the commercial team: the roles the work actually needs, hiring for the ones that matter, and an operating rhythm that holds without us.
Who does the work
The growth team behind the five services, Cayntel for market intelligence, and an in-house build team for systems and MVPs.
How it is charged
Fixed scope, fixed fee, quoted after the diagnostic. No percentage of media, no retainer before the motion exists.
Market changes
What is changing in the markets we work in, and what it means for the decisions on the table
SoftwareFour findings appear in almost every diagnostic we run
Before strategy, a diagnostic. The four findings that surface in almost every mid-sized company we examine, why they hide from the inside, and the order in which to fix them.
SoftwareOnly 55% of middle managers can name one of their company's top five priorities
The famous 70% strategy failure rate is folklore. What research actually shows is sharper: plans die in the gap between the people who wrote them and the people who must run them.
SoftwareNobody owns go-to-market
The first customers come from the founder's credibility. Growth stalls when that well is dry. The measured case for systematising before hiring, and what a written sales playbook actually changes.
Let’s shape outcomes
Let’s start building partnershipKey shifts, emerging trends and what they mean for business
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