I get inside the business, figure out what is actually holding it back, decide with you what deserves the most attention, and then I spend the remaining weeks building the solution myself.
I’m not coming in to give you a strategy deck, hand you a list of recommendations, and leave you with another twenty things to manage.
I’m coming in to understand the business well enough that I can find the part that is putting the most weight on everything else — and then actually do the work required to change it.
I built The Spinsterz from the ground up, ran it for roughly eighteen years, grew it into a seven-figure business, and eventually sold it. Since then I’ve kept building — websites, offers, funnels, email systems, operational systems, automations, and increasingly complex AI-driven products and workflows.
It starts with a 90-minute call where I want to understand how the business really works.
After that, you give me access to the business: your numbers, ads, email, website, offer, pricing, analytics, calendar, and whatever systems are actually running underneath it.
Then I mostly disappear for a while and read.
I don’t want to spend the first week booking a bunch of discovery calls with you when most of what I need to know is already sitting in the business. I want to see what customers are actually doing, where money is being made or lost, where people are dropping out, which systems are working, which ones are barely working, and where you personally are still carrying work that the business should know how to do without you.
There are almost always several things that could be improved. The job is not to make a giant list of them. The job is to understand which one has the most leverage.
Sometimes the founder already knows exactly what that is. Sometimes they think they do, and the numbers tell a different story. That difference between the business as it feels from inside and the business as it actually behaves is often where the most useful answer lives.
Not because the business is simple, but because I think I should be able to explain what I found without hiding behind a 60-page presentation.
Then we go through it together. You don’t have to agree with me because I’m the guy you hired. If you think I’m wrong, tell me I’m wrong. If I missed something important, I want to know before I start touching the business. By the end of that conversation, we both understand what matters most and agree on what I’m going to spend the next four weeks doing.
What that means will be different in every business. It might be:
I don’t believe there is much value in pretending every business has exactly one isolated problem. That has never been my experience. What I do believe is that some problems have much more leverage than others — and if you solve the right one, several of the smaller problems either become easier to solve or stop mattering as much.
So the goal of the six weeks is not, “Brandon fixes one tiny thing and leaves.” The goal is to figure out where the business is most constrained, put my energy there, and fix whatever has to be fixed around it so that the solution actually works when I’m gone.
I build in your accounts, under your ownership, in a way that you can understand and change after I leave. I don’t want you dependent on some system only I know how to use, and I’m not structuring this around turning six weeks into a permanent retainer.
This is the kind of work I mean when I say I want access to the whole business before I decide what needs to be built.
The work touched SEO, email automation, product pages, conversion paths, subscription, brand implementation, and the way the business was reading its own advertising data.
I’m not telling you these numbers because I think your business will have the same problems or produce the same results. This is one client’s outcome over one 67-day window; substantiation on file.
Are paid to tell you what they think you should do next.
That isn’t very interesting to me.
Understand the business deeply enough to tell you what I think is wrong — then build the thing that changes it.
Argue it through with you until we agree on what matters. Then sit down and do the work.
If your business is already making real money but still feels like it is running you more than you are running it — book a call and tell me the thing you’ve been meaning to fix for the last six months.
That may be the problem. Or it may be where we start looking.
No pitch. I want to hear what is actually going on in the business and tell you honestly whether this is the right fit. If it is, we talk about when to start.