Growth has slowed. Nobody agrees why.

Sales says marketing. Marketing says product. Product says pricing. The board says leadership, quietly, to each other. Every function has a theory, every theory conveniently locates the problem in someone else's department, and meanwhile the number is still the number. Here is what two decades of operating has taught me about this moment: the disagreement is not an obstacle to the diagnosis. The disagreement is the diagnostic.

What is usually actually wrong

When smart executives cannot agree on why growth slowed, it is almost always because the company outgrew its own commercial model and nobody was assigned to notice. The motion that got you here, founder-led deals, one heroic channel, a single buyer profile, quietly exhausted its natural market, and the company kept running the play harder instead of asking whether the play still fit. Every department's theory is a description of the same underlying shift viewed from a different window.

The second most common answer is less comfortable: growth did not slow, the market repriced what you sell, and the company is still charging for a category that no longer commands the premium. That one nobody volunteers, because admitting it demands strategy work, not execution work.

How we work it

One call to start. I will ask for the raw material, not the interpretations: cohort revenue by acquisition period, win rates by segment over eight quarters, and the three theories your team is currently fighting about, written down in their own words. The theories matter; where they conflict is usually where the truth is hiding.

One to three sessions, typically with the CEO alone first and the leadership team second. What you get: a single agreed statement of what actually changed, written plainly enough that every function signs it, and a re-sequenced set of bets ranked by how fast they pay back. The deliverable that matters most is alignment; I have watched companies find fifteen points of growth simply because the executive team finally stopped solving three different problems.

What this is not

I am not going to interview forty employees over three months and return a hundred-slide readout. You know your company; my job is to ask the questions your team has stopped asking each other and to say the sentence nobody in the building can say safely. If the honest answer is that the problem is in the mirror, you will hear that too, kindly and directly.

If this is your table, start the conversation: juan@juanvegarra.com · Back to Advisory