B2B growth, owned end to end.
Acquisition, activation, retention and revenue, from one team that owns the whole loop rather than one slice of it. Cold outbound, paid ads and AI automation, led by 25 years in digital product and growth.
Book a 30-minute audit →Three things are usually true at once.
Referrals and the founder's network still bring most customers in, but they arrive in clumps. A good month, then a quiet one. You can't plan growth around it and you can't forecast from it.
Somebody has tried outbound or ads. It produced some meetings, a few enquiries from people who were never going to buy, and a tool subscription nobody logs into any more.
And the customers you do win don't all stay. Some churn quietly in the first few months, and nobody is quite sure why.
None of that means growth isn't possible for you. It usually means nobody owned the whole number.
The number nobody owns
In most B2B businesses, marketing owns leads, sales owns deals, and customer success owns renewals. What it costs to win a customer, and what that customer is worth by the time they leave, sits across all three and belongs to nobody.
So the questions that decide whether growth works never get answered. What is a new customer actually worth to us? Where in the funnel are we losing the most? Is the next £1,000 better spent finding new customers or keeping the ones we have, and how would we know either way?
Nobody is being lazy. The question spans three departments and needs someone who can read the data in all of them, and most businesses don't have that person on the payroll.
The whole loop, not one slice of it
Growth is five problems in a row. Fix one in isolation and the next one along eats the gain.
Acquisition
Cold outbound and paid ads on LinkedIn, Meta and Google, run against one agreed definition of a lead.
Activation
Shorten the gap between first contact and first value — the call booked, the trial started, the first result seen.
Retention
Find where customers quietly drift away, and fix onboarding and engagement before it shows up as churn.
Referral & expansion
Give happy customers a reason to bring more accounts, more seats and more colleagues with them.
Revenue
Pricing, packaging and the sales follow-through that turns all of the above into money in the bank.
What this is, and what it isn't
Not a single channel
We don't sell ads or outbound as a product. Channels are tools for a number, not the number.
Not a content retainer
Nobody trying to grow needs another twelve posts a month that nobody reads.
Not a dashboard
A dashboard describes the problem. It has never once solved it.
It is three things, in this order. Find where growth is actually leaking. Fix the biggest leak first, with whichever channel or tool fits. Report what a customer cost and what they're worth, and keep going from there.
Who this is for, and who it isn't
None of this is a judgement on anyone. The work needs certain conditions to produce anything at all, and below them we would just be charging you to discover that.
This fits
- An established B2B business with something people already buy
- A customer worth enough that paying to win one makes sense
- The owner, CEO or MD is in the room when this gets decided
- A budget to test with, separate from management
- Someone answers an enquiry inside a working day
This doesn't
- —Pre-revenue, still working out what you sell
- —Margins too thin to pay for a new customer
- —No budget to test with — there isn't enough data to learn from, and we'd be charging you to find that out
- —You need ten customers by next week
- —Anyone who wants a guaranteed number before we've seen the business
The short version: this works when the numbers on a customer add up. If a customer is worth less than it costs to win one, no channel fixes it. We'll say so on the call rather than take the work.
How this is actually done
We're not going to show you results you have no way of verifying. Here is the reasoning instead. If you've run growth yourself, you'll know within a paragraph whether we have too.
“Cost per lead” means nothing until you say which lead
A form fill, a reply to a cold email, a booked call, and a customer who actually signs are four different things. On the same channel, with the same spend, they can differ by twenty times.
So “our cost per lead is £40” isn't a fact about your business. It's a fact about which rung of that ladder somebody decided to count. The further down the ladder you count, the better a report reads and the less it means.
The first thing we do is agree which rung we're counting. Then it never moves, including in the months when moving it would flatter us.
Most growth problems aren't acquisition problems
When growth stalls, the instinct is to buy more leads. But if one in five customers leaves every month, you're refilling a bucket with a hole in it, and every extra pound of acquisition just makes the hole more expensive.
On our own products we cut monthly churn from 20% to 11% by rebuilding onboarding and scoring account health — which nearly doubled how long a customer stayed and lifted lifetime value by 80%. No new leads required.
So we look at the whole funnel before deciding where the next pound goes. Sometimes it's the top. Often it isn't.
Automation should do the work nobody wants to do
List building, enrichment, email verification, follow-up sequences, lead routing, reporting. Most B2B teams do these by hand, badly, in the gaps between their actual jobs.
We build that plumbing with outbound tools, n8n and LLMs, so the repetitive work runs on its own and people spend their time on conversations that might close.
AI is useful here precisely because it's unglamorous: it removes hours, not judgement.
How it works
Audit
30 minutes, freeWe look at your funnel while we talk — where leads come from, where they stall, and where customers leave. You leave with what we'd change and in what order, and whether we think we're the right people to do it.
Build
Weeks 1–2Tracking built and verified. Lists and audiences built and sized against the budget. Outbound sequences and ads written. Automation wired in. Agreement in writing on which conversion we're counting.
Run
Weeks 3–6Live, with effort split across messages and channels. A short note each week on what's moving. Losing messages get switched off as the evidence arrives, not on a reporting schedule.
Grow
Week 6 onwardsBudget concentrates behind what's working, and attention moves down the funnel — activation, retention and expansion. One number a month — what a new customer cost and what they're worth — with the working shown underneath.
Why one team instead of five suppliers
The normal way to buy growth is an outbound agency, an ads agency, a developer for the tracking and automation, somebody for the creative, and a consultant for onboarding and retention. Five contracts, five timelines, and the answer to “why isn't this working” living in the gaps between them, where no one is paid to go and look.
Our founder, Mark Proctor, has spent 20 years in product management — Hearst, Tesco, Harvey Nichols, Informa, Nestlé, Co-op and Omnicom — and the last four building and growing ProspectFly's own products. He has owned the whole loop himself: acquisition through outbound and ads, onboarding that cut time-to-first-value from an hour to twenty minutes, and a revenue line that has grown every year.
The mistake that wastes the first three months
Businesses buy more leads before they know which message converts, or whether the customers they already have are staying. It feels like progress, because something is live and the numbers are moving.
The pattern goes like this. The pitch that works through referrals gets turned into a campaign and put in front of strangers. But a referral arrives with borrowed trust — somebody vouched for you — and the pitch only ever made sense because of it. Strangers have no reason to believe a word of it. So the campaign produces meetings with the wrong people, and no sales.
Then three months go into tools, sequences and landing pages: the variables that were never the problem. The message was the problem, and it was cheap to test before the budget went in.
Message first, on a small budget. Then scale behind whichever one wins. It's slower for a fortnight and faster for the rest of the year.
Questions people ask first
How long before we see anything?+
Tracking and the first outbound or paid campaigns are live inside two weeks. You'll have real data on which message works by about week four. A cost per customer you can plan growth around takes six to eight weeks, because it needs enough results to be more than a coincidence. Fixes further down the funnel — onboarding, churn, expansion — run alongside once we can see where customers drop out.
Is this ads, outbound, or something else?+
Whichever channel fits what you sell. For most B2B businesses that's a mix of cold outbound and paid ads on LinkedIn, Meta or Google, with automation doing the repetitive work in between. We don't start from a favourite channel. We start from what a customer is worth and work backwards.
What if we've already tried this and it didn't work?+
That is the common case. Most failed attempts we look at broke in one of three places: the audience or list was far too broad, the thing being counted wasn't a real lead, or the leads came in and nobody followed them through to revenue. None of those mean growth isn't possible for you — and finding out which one it was takes about ten minutes of the audit.
Who actually does the work?+
Mark Proctor, our founder, leads every account. There's no handover to a junior you've never met and no account manager relaying messages. That's the point of it, and it's also the honest limit on how many clients we take on at once.
Book a 30-minute audit.
We'll look at your funnel while we talk — where leads come from, where they stall, and where customers leave. You leave with what we'd change, in what order, and an honest answer on whether we'd take it on. No deck, and no proposal chasing you afterwards unless you ask for one.
Book a 30-minute audit →Would you rather write first? Send me the details instead.