Tim Parkin

On the slideOne number: 30 leads a month, five customers, $63,000 each. Revenue is on track at the $3.7M target. Almost every lead comes from a seminar, a conference or the mailer; the months between them produce almost nothing. The 26,000 on OMNI's list hear from us every week and produce none.

• Open with the time limit and one decision at the end.
• Revenue isn't the problem; where the next five a month come from is.
• Everything on the next eleven slides runs on budget we already spend.

On the slideThe marketing reaches every dentist: 26,000 on the list every week, every dentist at every event, every dentist an ad can find. The ones who sell have a shape: older, decades in one practice, one location, a hub city, sometimes earlier with a trigger (burnout, a DSO offer, a partner leaving, a lease ending). That shape has never been written down, so it has never been applied to the list, the CRM or the market.

• A change in who we talk to, not a criticism of the events.
• Say it plainly: most dentists will never sell; the few who will look alike.
• Land on: find the sellers first, then market only to them.

On the slide30 leads a month of any quality, mostly from events and the mailer. 26,000 dentists on the list, emailed more than once a week, zero consultations from it. No written profile of who sells. The site is a registration form: no calculator, no booking. Cold email and paid were tried as a pitch to every dentist, and failed. $30K a month: events $20K, industry publications $5K, software $5K.

• Say the numbers and stop. They make the case.
• The list is the cheapest audience we have, and it's never been asked a question or sorted by who might sell.
• End on cost per lead: nobody can say what it is today.

On the slideThe do-nothing option: the same 30 a month, from weekends and mailers, with the cost rising with every event. The sellers already on the list retire without ever being asked a question, and some of them sell with another broker. The new market opens with an event and no pipeline behind it.

• This is the do-nothing option, and it has a number: 30, forever, at a rising cost.
• Don't linger; the next slide is the fix.

On the slideFirst, find the sellers: the profile of who sells, written from the last 20–30 sales, then the 26,000, the CRM and the market scored against it. Then one cookie through four doors: the list, emailed weekly by stage; the seller list, built by researchers and AI; cold email, cookie-first, only to the seller list, with the seminar as the second invitation; ads and direct mail, only to the seller list. The cookie is a small, useful thing a seller wants before they want a broker; the first is the Practice Value Calculator. Every door ends in a free consultation on a broker's calendar.

• Same brokers as today, with a list of names in front of them.
• Define the cookie in one breath; the free consultation is the step after the yes.
• Every lead and every consultation is counted by source, and traced to a name on the seller list.

On the slideWe stop emailing all 26,000 the same thing, marketing to "dentists" instead of sellers, the registration form as the only ask on the site, and paid search and social as they were run. We repoint $2–3K of the $5K publication line into matched ads and direct mail to the seller list, the CRM's dormant prospects into the scoring, every event into the second invitation, the mailer to the likely tier, and the dental page to lead with the calculator. The seminars, conferences, the mailer, the weekly email, GoHighLevel and the testimonials stay. Later: LinkedIn and the dental Facebook groups (they reach every dentist, not the sellers), broad digital ads, SEO, the hire, veterinary and medical.

• Get a yes to the stops alone; two of them already failed.
• The swap is the decision: part of a publication line into ads and mail that reach only the seller list.
• Everything that produces today keeps running.

On the slide01 Email the 26,000 every week, by stage, with something to say yes to. 02 Write the profile of who sells from the last sales, score the list and the CRM against it, and find the rest with a researcher and AI. 03 Cold email, cookie-first, only to the seller list, with the seminar as the second invitation. 04 Matched ads and direct mail, only to the seller list, funded from the publication line.

• The list first because it exists; the seller list second because everything after it sends only to those names.
• Every piece ends on the same thank-you page and a counted consultation.

On the slideThe marketing lead runs the plan, the profile and the scoring, briefs and manages a researcher on Upwork or Fiverr with a one-page brief, and runs the AI enrichment. The marketing specialist runs the weekly loop, the cookie pages, the letter and the matched audiences. The brokers fill the win analysis, call the likely tier, take every reply and consultation the same day, and bring the attendee lists. The Advisory Board, with Sidecar, writes the emails, the cookies, the researcher brief, the sequences, the letter and the ad briefs, and keeps the weekly scoreboard. Six sprints: the profile and the calculator; score and ask; find the rest; everywhere they look; scale what replied; the scoreboard and the year.

• Answer "who does this" before anyone asks it.
• Nobody is hired this quarter; the research is hourly, the writing moves to the Board, the sending and the selling stay with us.
• The brokers' part is small and specific: the win analysis, calls to the likely tier, replies the same day, the attendee lists.

On the slideThe weekly scoreboard: leads a month, with good at 40, better at 50, best at 60, every one tagged by source: list, seller list, cold email, seminar, mailer, ads, conference. The leading indicator is the seller list size: 300–500 names in the first pass, growing weekly. Consultations get traced to a name, seminar and webinar attendance is tracked per event, cost per lead gets measured per channel, and customers a month are held at five or up. Baselines are set in the first two weeks, not forecast.

• Promise the state and the movement, not a magnitude.
• The seller list size comes first on the scoreboard: when it grows, everything under it grows.
• Customers a month is the CEO's row; everything above it feeds it.

On the slideThe quarter costs $3,000, at $1,000 a month. One customer is $63,000, so one customer pays for it twenty-one times over. No forecast on consultation-to-close; the baseline is set in the first two weeks. Love It or Leave It, cancel any month, and the plan stays.

• Say the arithmetic once and stop: one customer covers the quarter twenty-one times.
• Don't forecast the funnel; promise the measurement.
• The guarantee is the risk answer: cancel any month, plan kept.

On the slideAgainst an agency ($6–10K a month, one channel, weeks to onboard) or a hire now (8–12 weeks to start, a salary, no system to hand them), this starts this week on every piece, costs a fraction of one channel's fee with no new budget line, and is Love It or Leave It; the playbooks stay.

• Speed: nothing waits for an onboarding or a hire; the profile is written in the first sprint.
• Cost: the budget already exists; part of one line moves.
• Risk: a weekly scoreboard, cancel any month, and the playbooks stay with the team. The hire decision comes in November, with numbers.

On the slideThe Advisory Board runs this plan with us: the emails, cookies, researcher brief, sequences, letter and ad briefs written for the team to approve; a weekly scoreboard for the CEO; a one-on-one every two weeks; daily support; playbooks and templates the team keeps. Love It or Leave It, cancel any month, and the plan stays. The ask: approve the plan and the membership, protect the budget, sales alignment from the brokers (the win analysis, calls to the likely tier, replies the same day, the attendee lists), a quarter, and the hire decision in November with the numbers.

• One decision. Say it in one line and stop talking.
• If "let me think," ask which part: the plan, the membership, the budget, or the brokers.
• The guarantee answers the risk: cancel any month, plan kept, playbooks kept.