Every way money comes into the business, followed from the first enquiry to the cash in the bank — with a dollar figure and an hours figure on everything found, and an order to fix it in.
Book a discovery call
A membership runs on one platform, retail on a terminal, workshops on an events page, and private bookings get invoiced by hand. Each of those was sensible on the day it was made. Nobody designed the thing they add up to, and no single platform covers it, which is usually why nobody owns it.
A card declines, nobody chases it, and the customer gets written off as having quit.
The same invoices are assembled by hand on the same day every month.
A whole stream of income never appears in a report.
Renewals happen because someone remembers them.
Retries and dunning timed to how each decline actually behaves, so the payment is recovered before anyone notices.
Billing that runs itself, surfacing only what doesn't tie out.
One record of what every customer owes and has paid, across every stream.
Renewals, reminders and card updates handled by the system, not by a person.
Every customer in this business was hard to get. The Sprint is about everything that happens after that — and how much of it still depends on a person remembering.
Most owners are looking at one of them, usually the one somebody complained about. The Sprint runs all five against every way money comes in, because different streams break in different places.
Somebody wants to buy. Does anything stand between them and being a paying customer?
A call that rings out at 7pm and never gets returned. An enquiry answered three days later because a person happened to see it. A signup nobody can complete without staff doing it for them. A booking that doesn't connect to any customer record. An intermediary taking a cut of a sale that could have come direct.
Did it clear, and did you keep the ability to charge again?
Payment taken at the counter, so nothing is on file for next time. A trial that starts with no card. A checkout that drops people silently. An upgrade that requires emailing someone.
Is every customer charged correctly, automatically, and on the books?
Some plans auto-renew and some don't, and nobody's certain which. Invoices assembled by hand on the same day every month. Contracts and one-off work invoiced off-system, appearing in no report. Usage or seats billed differently from what the customer was told.
When they have a choice, do they stay — and can they spend more?
Nothing above the entry plan. A cancel button with nothing behind it. Renewals that happen because someone remembers. No annual option, so every customer makes twelve churn decisions a year.
Money and customers lost without anyone deciding to lose them.
A card declines and nobody chases it. A membership lapses quietly. A customer drifts off and is never contacted again. You already paid to acquire every one of them.
Underneath all five: can you see it? Whether the business can say what came in, what failed, what was recovered and what a customer costs — without going to look. That one isn't a leak. It's the reason the other five go unnoticed.
No ads, no creative, no campaigns. Getting the phone to ring is marketing. Everything after “hello” is infrastructure — what answers it, what books it, what charges it, and what happens when any of that fails.
Sometimes the fix is a setting on something you already pay for. Sometimes it's who owns the follow-up, or how a plan is structured. The answer is whatever costs least and works.
If you already know what you want built, you don't have to sit through a diagnosis first.
What it leaks in a month, and what it costs in hours.
The hours land harder, and they're not a separate problem — they're the symptom. Staff chase declines because dunning was never configured. Someone assembles invoices by hand because auto-renewal was never extended to every plan. Someone reconciles two systems monthly because they were never connected. The manual work is what fills the gap where automation should be, so closing the gap gives back both.
The third question is whether it gets worse as you grow. Six hours a month on billing at a hundred customers is closer to eighteen at three hundred. That's not a leak. It's a ceiling, arriving on a schedule.
A lot of what I find is a control that already exists and was never configured, which is faster, cheaper, and asks you to trust a lot less than a rebuild does. So the order is: activate what's there, connect what doesn't talk, and rebuild only what's actually broken. I do the work myself. There's no account manager and nothing gets handed to someone junior.
Fixed scope, fixed fee, agreed before anything starts. Refundable, and credited against whatever gets built.
A live look at how money actually gets into your business.
If what I find totals less than $750 a month, you get the fee back and you keep the findings.
Two conditions, and that's the list: read-only access, and thirty minutes on the intake.
The Revenue Sprint is for teams that suspect a leak and want it named and priced. Build & Operate is for teams that already know and want it gone. Not sure? Let's book the call.
Any business collecting recurring or high-volume payments: subscription products, membership and fitness businesses, e-commerce, agencies, and service businesses with multiple payment methods or platforms. If money arrives from more than one place, or through more than one system, there's usually something to find.
Two weeks from kickoff to the written roadmap, start to finish.
Then you don't pay for it, and you keep the findings.
Yes. The Sprint follows how money moves regardless of what processes it — card terminals, booking platforms, invoicing tools, whatever's in use. When it runs on Stripe, the review goes a level deeper.
You get a prioritized fix roadmap. You can implement it yourself or move into Build & Operate and I do it.
Cristoval is Stripe certified and has built Connect, Billing, and Terminal integrations for marketplaces and SaaS companies since 2019. For a software business The Revenue Sprint asks the same six questions, then adds a technical layer: read-only access to the Stripe account and the codebase, and a check of what's underneath the numbers.
Every finding still gets a dollar figure, an hours figure, and a place in the fix order. The difference is the evidence sitting next to it: a file and line, or a Stripe object, so your engineer can act on it the same day.
Worth it if: subscriptions, usage, seats, or a marketplace with payouts, running on Stripe, with at least one number you don't fully trust.
Tell me how money gets into your business. I'll tell you what I'd look at, and whether it's worth doing anything about.
