Run·Engage
Contractually bound
You get a Growth Engineer. We get a penalty if they miss.
One person from our team, on your KPIs, inside your operation. Contractually bound to the numbers on page one.
Revenue is the scoreboard. The administration of work is the engine. Your Growth Engineer runs it.
The three things.
1 · It starts with the number.Your KPIs, chosen with you before anything is deployed. Never adoption. Never a message count.
2 · It is contractually bound.A subset of targets carries a financial penalty on us. The rest is a plan, labelled as a plan.
3 · It is worked, not watched.A Growth Engineer runs it, week in, week out. A name, a phone number, the target with their name on it.
It starts with the number. Not with the software.
Before an assistant is switched on, your Growth Engineer sits with you and does one thing: puts the business on the scoreboard.
The macro nodes. The few figures each department already answers to.
Fed into the stream with their levers, so each one can be moved, not just read.
Chosen for value and for how fast they can be proved. The rest are watched.
Feedback for the people doing the work. The scoreboard is live from the first week.
Only then does the machine start. A number nobody chose is a number nobody owns.
Five things your Growth Engineer does in week one.
Not a kickoff deck. Work.
From your own data. How many went quiet. How many fell overdue. How much never got offered.
The fastest attributable front deploys first and funds trust for the slower ones.
About four. Each an outcome paired with a checkpoint. Which ones are bound, in writing.
Design, key accounts, pricing, negotiation. Per client, before anything starts.
The owner who confirms actions and receives escalations. One name, not a committee.
The five moves, every node.
Identify the units of work. Scan for what is dropped, delayed or never logged. Wire the measurement so every action lands on the stream. Deploy the assistant that closes the gap. Connect a stakeholder.
The same loop, department by department, until the scoreboard is fed by the work itself.
Contractually bound.
We sign the number. If we miss it, we pay.
About four targets define the engagement. A subset of them carries a financial penalty on us. Three-month checkpoints inside a six-month horizon. Reviewed quarterly, with the measured number replacing the modelled one, in writing, even when it is smaller.
Revenue, bookings, resolution times. Not messages sent.
The window, the control group, the counting unit. Never a figure alone.
A rate that only confirms on a twelve-month book is reported on that clock, never bound early.
The same revenue is never claimed twice.
And we say which is which.
What the Growth Engineer actually does.
Reads the ledger. Moves the next unit of work. Tunes a protocol, a threshold, a play. Edits land in seconds, no release.
A new front deployed where the last one proved. The holdout kept honest. The restraint kept on.
Measured replaces modelled. The targets re-read against your own numbers. The bound ones settled.
Something turned, a complaint, a regulator, a client in distress: the automation froze, and a person is already on it.
How we compare
| Run·Engage | Software | A consultancy | An agency | |
|---|---|---|---|---|
| Who is accountable | a Growth Engineer, bound to a number | a support ticket | an hourly rate | an account manager |
| What is measured | your KPI, net of control | seats and logins | a maturity score | impressions |
| If the number is missed | a penalty on us | nothing | nothing | a new proposal |
| Where the work happens | inside your operation | a login screen | a workshop | their office |
| Who chose the KPIs | you, with your engineer | nobody | a slide | the media plan |
What the owner will actually see.
A name and a number.The person, and the target with their name on it.
The four lines on page one.The targets, their dates, and which ones we are exposed to.
The weekly movement.What moved, what didn't, and what the engineer is doing about it.
The quarterly truth.The measured number, in writing, replacing the estimate.
The honest version is the impressive version.
Bands are modelled until measured, and say so. Roughly four times the work performed lands at 1.3 to 2× on the KPI, because follow-ups have diminishing returns and contact caps are deliberate. That is why the bound targets are outcomes. Your Growth Engineer is exposed to the same number you are.
What stays human.
The decision to bind. Which targets, which checkpoints, which holdout share. Set with you, against your own numbers, before anyone signs. And the judgment work, named per client.
You have a choice to make.
We don't just talk numbers.
We sign them.