Engagements and scope: how a revenue sprint is priced

The three engagements

All work is delivered under the engagements offered by SAZ.ca, the group's strategy, AI and revenue acceleration firm. This site focuses on the first, but the other two are common follow-ons.

Revenue Acceleration (90-day sprint)

The core engagement on this site. A fixed 90-day sprint that opens with a revenue leak diagnosis, then works pricing and packaging, pipeline and sales, and retention. It ends with a written comparison against your baseline and a 12-month plan to keep the gains growing. SAZ describes the same engagement on its Revenue Acceleration page.

AI consulting

For businesses that want software and AI tools to carry part of the revenue routine once it works: drafting quote follow-ups from notes, sorting incoming enquiries by fit, reminding staff about renewals, or summarising lost-deal reasons. We would normally only automate a routine after the sprint has proven it by hand.

Strategy and executive advisory

Ongoing senior advice after the sprint, for owners who want a sounding board while their own team runs the routines. It suits businesses that have the people to execute but want someone outside the day-to-day to read the ledger with them and challenge the next set of decisions.

What drives the scope of a sprint

Five factors decide how large a sprint is:

1. Number of revenue streams. One main service is simpler to diagnose than five service lines with different prices and buyers.
2. State of your records. Clean exports from a CRM and accounting system shorten the diagnosis. Paper quotes and memory lengthen it.
3. Size of the selling team. Coaching one owner who writes every quote is different from rebuilding the routine for three branches.
4. How many levers need heavy work. Some businesses need mostly pricing; others need all four.
5. Whether a new channel is tested. A channel test adds setup and measurement work, separate from any ad spend you pay directly.

How to choose

What the proposal includes

Your written proposal sets out:

• the scope: which levers, which service lines, which teams
• the timeline, with the three readout dates
• what we need from you, and when
• the fee, and how and when it is invoiced, plus GST/HST based on your province (GST and QST in Quebec)
• how either side can end the engagement
• who owns the data, templates and accounts (you do)

Anything not written in the proposal is not part of the agreement. If a question matters to you, such as how ad budgets are handled or what happens after day 90, ask for it in writing.

Why scope matters more than the fee

Owners sometimes ask for a cheaper, shorter version of the sprint. Occasionally that is the right answer, and we'll say so. More often, cutting the diagnosis or skipping a lever saves a little on the fee and loses much more in revenue the sprint would have found. A clear scope protects you: it says exactly what will be examined, what will be changed, and how the result will be judged.

If budget is tight, the better move is usually to narrow the sprint to one or two service lines rather than to skip the measurement. A well-measured sprint on part of the business tells you whether the method works before you extend it.

Before your consultation

Have rough figures for your last 90 days: opportunities, win rate, average sale and days to close. The revenue velocity guide shows how to calculate them. Then call, text or email, or read the FAQ first.