What it diagnoses
- Growth visibility
- GTM alignment
- Decision clarity
- Operating cadence
- Capability transfer
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How we help
When growth becomes difficult
to see, trust, or repeat.
Growth gets harder to manage when strategy, GTM activity, customer understanding, measurement, ownership, and executive decisions stop connecting. The Growth System Diagnostic™ starts with visibility, before intervention.
35% to 50%faster sales cycles across three business unitsOpenText
↑142%pipeline growth for priority products, reaching $185MIBM
6,005 accountsorganized in one global ABM frameworkIBM
Founder-ledfrom evidence review through recommendationMiranda Rise
Employer operating results shown here are Joe's experience, not Miranda Rise client results.
The executive brief
What it diagnoses.
What you receive.
A focused, bounded engagement for leadership teams already running campaigns, events, digital programs, ABM, partner motions, or sales plays, but still lacking one evidence-based view of why growth is off track and what to do first.
What you provide
Existing growth priorities, pipeline and funnel views, GTM plans, campaign and channel summaries, available performance data, and focused stakeholder interviews.
The number of interviews depends on the scope, team structure, and complexity of the situation.
What you receive
- A growth system map
- A ranked list of disconnects with supporting evidence
- A prioritized path forward with owners and success signals
Diagnostic before prescriptive, on purpose. This is not a campaign execution package, martech implementation, fractional CMO retainer, or generic transformation roadmap. Any advisory services or implementation work are a separate decision after the diagnostic.
No agreed growth system yet? See Growth System Design™ →
Bring the growth situation →A concrete deliverable
One view of the system.
Clear enough to act on.
The map connects the evidence, operating relationships, decisions, and performance signals around the growth problem. It shows where the system breaks and what leadership should change first.
Illustrative excerpt
EvidencePipeline definitions conflict across Sales, Marketing, and Finance.
Operating breakEvery review begins by debating the number.
Decision rightNo single owner controls the definition or entry criteria.
First moveOne definition. One owner. One review cadence.
How it runs
Four stages.
Your team in the room.
Your leadership team is in the room for the part that matters. The findings review is where the picture changes minds, so it is a working session rather than a delivered deck.
Stage 01
Intake conversation
You describe the situation. We agree on what would count as a useful answer and which parts of the business are in scope.
Stage 02
Evidence and interviews
A focused pass across your existing data, documents, and a short set of leadership conversations. No new reporting burden on your team.
Stage 03
Findings review
A working session where we walk the growth system map together. This is the part that changes minds, so your team is in the room for it.
Stage 04
Recommendation
The ranked disconnects, the first move, the owner, and the signal that tells you within a quarter whether it worked.
Situations this is built for
Start with what leadership
is experiencing.
Each situation opens to show what is usually disconnected, what the diagnostic makes visible, and what leadership receives.
Growth situationOur pipeline numbers do not match what leadership expects+
The forecast and the board conversation are describing different companies, and the argument has moved from the numbers to the people producing them.
What is disconnected
Definitions, stage criteria, attribution, and the reporting path diverge quietly, so the same underlying reality produces several incompatible truths.
What becomes visible
Where interpretation diverges, which relationships are slowing movement, and what has to be agreed before anyone asks a team to execute differently.
What you receive
A situation map that clarifies the decision, the people and information around it, and the smallest useful move toward alignment.
Growth situationWe just acquired a company and go-to-market is a mess+
Two working systems are now one organization, and the parts that used to make each side effective are quietly cancelling each other out.
What is disconnected
Critical knowledge, judgment, workflows, and accountability live with a handful of individuals on each side rather than in a shared way of working.
What becomes visible
What the combined organization must preserve, where human judgment matters most, and how roles, knowledge, and operating practice need to connect.
What you receive
A capability view separating the immediate integration task from the knowledge, roles, and governance required to sustain it.
Founder experience: At OpenText, Joe co-designed the combined OpenText and Micro Focus demand organization with the CMO and led it from April 2023, improving pipeline creation approximately 25%.
Growth situationWe are missing growth targets and cannot agree on why+
Activity is up. Confidence is not. Every function has a defensible account of what is happening, and none of them reconcile.
What is disconnected
Strategy, campaigns, pipeline signals, resource choices, and sales priorities are each being managed in a separate view, so no one is wrong and nothing improves.
What becomes visible
How enterprise priorities actually connect to market activity, performance signals, ownership, and the decisions leadership needs to make.
What you receive
A shared growth-system view naming the most consequential disconnects and the decisions each one is blocking.
Growth situationA new CRO or CMO needs an accurate picture, fast+
A new growth leader has ninety days to form a view, and everyone briefing them has a stake in the answer.
What is disconnected
The onboarding picture is assembled from the accounts of the people being assessed, which makes the first strategy an inherited one.
What becomes visible
An independent read of how growth currently works, what the evidence supports, and which inherited assumptions do not survive contact with the data.
What you receive
A grounded baseline the new leader can build a plan on and defend to a board.
A useful first step
Bring the situation.
Tell me what is happening and what feels stuck. The first conversation will clarify the situation, surface the relationships affecting progress, and establish whether the diagnostic is the right next move.