To show the levers working, we built one fictional firm, Juniper Ridge Advisory, and ran it eight ways. The normal version keeps every Vital Sign in its healthy range. The other seven start with the same people, prices and clients, plus one problem.
For each version we forecast the next 12 months if it changes nothing. We picked the levers its numbers point to, and said why. Then we forecast the same 12 months with those levers pulled. Every version runs on the same model and the same assumptions, so the differences come only from where each one starts.
Every Vital Sign in range, with one gap: price.
Growing 59% a year, and losing the people who deliver it.
Busy and growing, while scope creep eats the margin.
Discounts on nine proposals in ten, and they bought nothing.
Growing fast, with clients paying later every month.
One client became a third of revenue, then started to drift.
Leaders buried in problems, and the pipeline went with them.
One follow-up habit stopped, and conversion fell from 37% to 7%.
Extra profit over the next 12 months with the Growth Plan, compared with changing nothing.
The Busy Firm and Growing Broke were already growing faster than they could handle. Their plans protect what they have, revenue for one and cash for the other, and bring Growth Rate back inside its range.
Three plans push Growth Rate over its 35% ceiling for a few months: the Discount Habit and the Stuck Stage in April, the Busy Leaders in July. That's recovered prices or a refilled pipeline catching up, not overload: Utilization stays in its range.
Retainers churn about 1.7% a month, more where revenue is at risk. New work follows proposals times conversion and starts about two months after the proposal. The firm hires when Utilization would pass 85%, at about $9.5K a month per person.
Illustrative examples. The company and all data are fictional, built from patterns we see in real firms.
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