Our Practices
Everything we do, beyond fractional CMO and CRO.
Fractional leadership is where we start, not where we stop. Four practice areas extend that leadership into the specific work that makes growth stick: deciding where to play, running the plan, building the systems it runs on, and putting the right people in the seats. One executive stays accountable for all of it.
Most engagements draw on more than one area, and one executive stays accountable for the whole.
01 One Engine, Four Questions
Every engagement starts with the same four questions, because growth stalls in the same four places. Each practice area exists to answer one of them.
| The question we ask in week one | The blocker it exposes | The practice area that removes it |
|---|---|---|
| Is your team focused on the right initiatives to drive growth? | Disconnected strategies | Strategy Practices decide where to play |
| Are your growth teams moving fast enough to outpace competitors? | Slow pipeline velocity | Revenue Accelerators run the plan |
| Do you have the right customer technologies to support your goals? | Tech friction | Customer Tech build what it runs on |
| Do you have the right people in place, deployed effectively? | Team and resource gaps | People Practices put the right people in the seats |
The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove.
02 The Four Practice Areas
Strategy Practices
Turning strategy into action.
A strategy that stays in a slide deck is not a strategy, it is a wish. These four practices decide where to play and leave with a plan that names segments, buyers, message, channels, targets and owners.
View the practice area →Revenue Accelerators
How fast revenue moves, and what makes it move faster.
Seven practices, each built to move one term of the sales velocity equation: more qualified opportunities, a higher win rate, bigger deals, a shorter cycle, and customers who stay.
View the practice area →Customer Tech
The systems behind the strategy.
A brilliant strategy running on a broken tech stack still fails. The website, the CRM and marketing automation, and the AI layer above them have to carry the plan in one revenue language.
View the practice area →People Practices
Talent. Growth. Impact.
A growth strategy is only as good as the people running it. These practices set the bar, develop the leaders in the seat, and find and onboard the executive who runs the plan when we step back.
View the practice area →03 How the Practices Sequence
Most engagements run on the 100-Day Accelerator: Plan, Activate, Accelerate, then the work of making it last. The practice areas are not four menus. They are four kinds of work that arrive in an order.
One accountable executive, day one to handoffThe same person who wrote the plan runs it, and hands it to your full-time leader.
Plan, Activate and Accelerate are the 100-Day Accelerator’s phases. The filled bars show where each practice area carries the most weight.
04 Most Engagements Draw on More Than One
Three engagements, and the practices each one actually used.
05 What Never Changes
Whichever practices an engagement draws on, four things hold. They are the difference between this and a consulting firm, and they are written out on Our Difference.
06 Questions We Get
What are Mahdlo’s practice areas?
Four: Strategy Practices, which decide where to play; Revenue Accelerators, which run the plan; Customer Tech, which builds the systems the plan runs on; and People Practices, which develop the leaders running it and recruit the one who runs it next. Seventeen services sit across the four.
How do the four practice areas fit together?
Each answers one of the four questions asked in week one of every engagement: are we on the right initiatives, are we moving fast enough, does the technology carry the plan, and do we have the right people in place. Strategy Practices produce the plan, Revenue Accelerators run it, Customer Tech builds what it runs on, and People Practices staff it and hand it on. One executive is accountable for all of it.
Do we have to buy a whole practice area?
No. Engagements are scoped to the work. The 100-Day Accelerator scopes six workstreams to what a business actually needs, and a single practice can run on its own for a defined problem, such as a competency model, a website, or an international market entry.
Where does an engagement usually start?
Most start with a fractional CMO or CRO running the 100-Day Accelerator, which draws on the Strategy Practices in the first thirty days and on the Revenue Accelerators and Customer Tech after that. Some start with one practice because the problem is already clear.
How is this different from a management consulting firm?
A consulting firm advises and leaves. Here the executive who wrote the plan runs it, with the same accountability as an in-house leader, and the engagement is built to hand off cleanly to your own hire or to a lighter retainer.
What is growth strategy consulting at Mahdlo?
Deciding where growth will come from and then producing it: the segments, buyers, message, channels and revenue math of a plan, followed by the demand, pipeline, technology and people work that makes the plan real. The strategy and the execution are done by the same people.
Ready to talk?
Bring us the growth problem. We will tell you which of these actually solves it.