Answers that build trust—
and move you toward momentum.

IBSG is a Growth Advisory & Execution Partner. That means we don’t just “recommend.” We help you install the operating systems that make growth dependable—across:

• • Demand (positioning, funnels, pipeline discipline)
• • Operations (standardization, SOPs, throughput, cash flow processes)
• • Leadership (roles, accountability, decision cadence)
• • Capital (readiness + vetted partner network; we do not lend)

Our edge is simple: we build leverage. Not vibes. Not hype. Systems.

Busy is not the same as progressing. We start with a constraint lens:

Where does work pile up? Where does cash get delayed? Where do deals stall? Where do handoffs fail?

Then we install signals (yes—plural): leading indicators, operating dashboards, and feedback loops. If you don’t have clean signals yet, we don’t pretend—we build the signal from reality: instrument the workflow, define “done,” and track what actually moves outcomes.

You get structured work sessions, crisp deliverables, and a build order that respects your bandwidth. We keep it “Jobs clean”: fewer moving parts, better decisions, tighter execution.

• • Diagnose the constraint (fast, factual)
• • Architect the system (process + metrics)
• • Implement with your team (no heroics required)
• • Optimize until it’s stable and repeatable

Trust isn’t built by promises. It’s built when:

• • We name the real constraint (without ego).
• • We define success in measurable terms (and what “success” is not).
• • We install a repeatable operating rhythm so performance doesn’t depend on moods.

If something is outside the scope—or won’t work—we’ll say so plainly and redirect to what will.

Best fit: leaders who want growth with standards—teams who want speed with quality. Common signals you’ll love working with us:

• • Revenue is real, but forecasting is painful.
• • Ops “works” until it doesn’t—then everything breaks at once.
• • You’re the glue holding it all together (key person risk).

It’s not “documenting what you do.” It’s engineering how you should operate to hit outcomes:

• • Standardize the work (clear steps + definitions)
• • Simplify the handoffs (less rework)
• • Instrument the process (signals + scorecards)
• • Automate only after stability exists

When standards aren’t clear, teams improvise. That’s where inconsistency and burnout come from. We create standards by combining:

• • Best-known method (what already works internally)
• • External best practice (what top performers do)
• • Reality constraints (your people, timeline, tools)

Then we bake it into SOPs, QA checks, training, and accountability—so the process becomes dependable.

The most common “cash leaks” live inside routine workflows:

• • Order-to-Cash (delays, disputes, missing info, slow invoicing)
• • Invoice-to-Pay (approvals, AP controls, vendor terms)
• • Production / Delivery (rework and scheduling friction)
• • Sales Handoffs (promises that ops can’t fulfill)

We tighten those first because the ROI shows up fast: fewer fires, faster cash, cleaner forecasting.

Buyers and investors pay for dependability. When the business depends on one person’s memory, relationships, or daily heroics, the multiple drops. We reduce key person risk by:

• • Standardizing how work gets done (SOPs + “definition of done”).
• • Formalizing roles, decision rights, and escalation paths.
• • Installing operating rhythms + scorecards so performance is visible.

Most businesses operate in layers—customers, people, cash—but they scale through processes. Common optimization areas:

Predictable pipeline is a math problem when the offer is clear:

• • Outcome clarity: what changes, by how much, by when.
• • Proof: signals, case evidence, before/after metrics.
• • Friction removal: fewer steps to “yes,” cleaner follow-up.

That’s how you “sell” without sounding like a salesperson: make the value undeniable.

Most teams “disagree” because definitions are fuzzy. We align by standardizing:

• • What a qualified lead is (observable criteria).
• • How fast the first response happens (SLA).
• • What follow-up looks like (cadence + language).
• • What feedback marketing gets from sales (closed-loop learning).

Ads are a lever—not the foundation. We build multi-channel demand:

• • Authority content: problem-aware to solution-aware sequencing
• • Partnerships: distribution that compounds
• • Activations: real-world moments that convert attention into leads
• • Referral systems: intentional, trackable, rewarded

Stale leads are rarely “a marketing problem.” They’re a process problem. We install:

• • Response time standards (and enforcement).
• • Routing + ownership (every lead has an accountable owner).
• • Follow-up sequences that feel human (not robotic).

Many transformations underperform because they skip the fundamentals: governance, adoption, and workflow clarity. We reduce risk by:

• • Defining value first: what improves (revenue, speed, quality, cash).
• • Mapping core processes: so tech supports reality, not fantasy.
• • Creating adoption systems: training, incentives, communications, ownership.
• • Phasing implementation: quick wins + stable rollout, not “big bang.”

(Context: widely-cited research shows a large share of transformations fall short of objectives.) BCG research.

A Digital Assessment is an executive-level evaluation of people, process, and technology readiness—built to prevent waste. Typical structure:

1. Scoping: tight focus, timeline, participants
2. Business direction: how digital supports goals
3. People readiness: governance, training, incentives, comms
4. Process review: sales/marketing/service workflows + gaps
5. Technical assessment: platforms, data, integration, security
6. Findings + roadmap: priorities, costs, quick wins, next steps

(Spending has been massive; the question is whether you get value for it.) IDC estimate referenced here.

We can:

• • Run the assessment and modernization plan.
• • Drive requirements, process design, and governance.
• • Coordinate implementation via trusted specialists when appropriate.

This protects you from expensive “tool-first” decisions that don’t change outcomes.

IBSG does not lend. We help you:

• • Clarify the plan (what capital is for, and how it returns value).
• • Improve readiness (financial structure + documentation + operational stability).
• • Connect to trusted partners when appropriate.

We typically start with a short, high-signal phase (diagnosis + blueprint), then choose execution pacing. Common patterns:

• • 2–3 weeks: Assessment + roadmap + quick wins
• • 30–60 days: install process + scorecards + operating rhythm
• • 60–90 days: implement automation and scale the system

We’ll ask a few questions, quickly identify where leverage is hiding, and recommend next steps. If we can help, we’ll tell you how. If not, we’ll point you toward what will actually move the needle.