Tim Parkin

On the slideOne number: 25 leads a month become 5.5 customers, at $39,000 each in the first year. More than one in five leads buys, so the leads are good. The problem is the count, and every channel asks for the hardest thing first, a demo.

• Open with the time limit and one decision at the end: the plan.
• The close rate isn't the problem; the number of conversations is.
• Everything on the next eleven slides runs on budget we already spend.

On the slideReferrals are the number one channel, and they happen by accident: nobody is asked, nothing is tracked. 3,000 contacts sit in HubSpot, 2,000 prospects and 1,000 customers, and have never received a marketing email. Every ad and every page asks for a $40K demo, the biggest ask a regional can say yes to.

• This is where customers already come from; we've never worked it.
• The 3,000 already know the name; they're one email away.
• Land on: ask for something smaller than a demo, from the people most likely to say yes.

On the slide25 leads a month, 5.5 customers, $39,000 in the first year per customer and $108,000 over its life. $15,000 a month in ads, every ad pointed at a demo. 3,000 contacts in HubSpot never sent a marketing email, and no sending domain yet. Referrals the number one channel with no ask, no incentive and no tracker. Cost per lead unknown.

• Say the numbers and stop. They make the case.
• The list is the cheapest audience we have, and it's never been asked anything.
• End on cost per lead: nobody can say what it is today.

On the slideThe do-nothing option: 25 leads a month, 5.5 customers, and the 90 the CRO set stays a slide. The $15,000 keeps buying demo requests from people already looking. The 3,000 contacts keep sitting in HubSpot. Referrals stay an accident.

• This is the do-nothing option, and it has a number: 25, with 90 on a slide.
• Don't linger; the next slide is the fix.

On the slideOne cookie through four doors. A cookie is a small, useful thing a regional wants before they want a demo; the first is the Parking Revenue Calculator, the prospect's own number. It goes out through referrals, the list, LinkedIn and ads, and every door ends in the invisible upgrade: a demo for one building, or the conference meeting and the monthly webinar for many.

• Define the cookie in one breath; the upgrade is the step after the yes.
• The site has the proof and the demo button and nothing in between. This is the in between.
• Every lead and every demo is counted by door.

On the slideWe stop the gift-card ask for case studies, building the best referral page before anyone has seen one, ads that ask for a demo, content with no cookie behind it, and paying for Figma if unused. We repoint the $15,000 ads line to the cookie pages, the referral page to a plain page validated with 20 customers, the conferences to pre-booked meetings and a live calculator, HubSpot to the lists, the sending domain, the referral tracker and the weekly scoreboard, and the product launch to the reason inside the thank-you emails. Google Search, the LinkedIn creative, the conferences, the agency, the freelancer and the five case studies stay. Later: partners, cold email to trigger lists, SEO and AEO, a podcast.

• Get a yes to the stops alone; the gift cards already failed.
• The $15,000 doesn't move; it points at a page that gives the prospect their number.
• Nothing is bought and nobody is hired; the next quarter's layers are already named.

On the slide01 Formalize referrals: thank every customer, ask 20 for feedback on a plain referral page, put the ask in every sales email, reward without cash, track in HubSpot. 02 Email the 3,000 the cookie, on a monthly loop. 03 Connect with regionals on LinkedIn, ask one question, offer the cookie; post the proof. 04 Point the $15,000 at the cookie and nurture the opt-ins. Validate, optimize, scale: the cheapest test first, then better, then money.

• Inside out: the people who already refer, then the people who already know the name, then regionals one at a time, then the money.
• Every move ends in a demo, a conference meeting or a webinar seat, counted by door.

On the slideThe marketing director owns the plan, the cookies and the referral program. The part-time marketer runs the HubSpot lists, the sending domain and the email loop. The content manager drafts the posts and the DMs. The ads freelancer makes the switch and reports cost per lead weekly. The HubSpot agency builds the referral tracker, attribution and the weekly scoreboard. The sales team answers the thank-you replies, carries the P.S. in every email, and takes every lead the same day. The Advisory Board runs the weekly review and supplies the playbooks and templates for every piece.

• Answer "who does this" before anyone asks it.
• Nobody is hired this quarter; the writing moves to the Board, the sending and the selling stay with us.
• The sales team's part is small and specific: the P.S., the replies, every lead the same day.

On the slideThe weekly scoreboard: leads a month from 25 to 35 by day 30, 45 by day 60 and 60 by day 90. 90 is the year's number; the last sprint writes the path to it for December planning, with a measured cost per lead by channel. Alongside: customers thanked and asked, referral conversations, calculator runs, the list emailed, connects and replies, and customers at today's rate of one in five. The two conferences, Preiss and Optech, are the first test, inside six weeks.

• Promise the state and the movement; 90 gets a path, not a promise.
• Cost per lead by channel is known by day 30, for the first time.
• Customers a month is the CEO's row; everything above it feeds it.

On the slideThe Advisory Board is $1,500 a month for six months, with a 30-day love-it-or-leave-it guarantee; the company pays, billed as a vendor. One customer is $39,000 in the first year and $108,000 over its life, so the first one pays for the six months four times over, twelve times over the account's life. No new budget line; the $15,000 stays in ads.

• Say the arithmetic once and stop: one customer covers the six months four times.
• Nothing else is bought; the only line that changes is where the ads point.
• The guarantee is the risk answer: 30 days to love it or leave it, plan kept.

On the slideThree ways to run it. An agency: weeks to onboard, one channel, a monthly retainer, and it doesn't know the buildings. A fractional CMO: advice from day one, but advice, not the work; nobody builds the cookie. The Advisory Board: starts this week on every piece, the work delivered weekly, no new budget line, 30 days to love it or leave it, and the playbooks stay with the team.

• Speed: nothing waits for an onboarding; the thank-you campaign goes out this month.
• Cost: the budget already exists; nothing new is bought.
• Risk: a weekly scoreboard, 30 days to love it or leave it, and the playbooks stay with the team.

On the slideOne decision: approve the plan. Referrals, the list, LinkedIn and ads, on the budget we already spend; nothing new is bought, nobody is hired, and the referral reward is never cash. The thank-you campaign goes out this month. The Advisory Board is the fastest way to run it, with 30 days to love it or leave it. The sales team's part: the thank-you replies, the P.S., every lead the same day.

• One decision. Say it in one line and stop talking.
• If "let me think," ask which part: the plan, the reward, or the sales team's part.
• The guarantee answers the risk: 30 days to love it or leave it, plan kept, playbooks kept.