I find where customers drop out between interest and payment, quantify what it's costing you, and fix the constraint — acquisition, conversion, follow-up, or what happens after the sale. Ecommerce, property, fintech, software: different products, the same pattern underneath.
I diagnose first and show you the evidence, rather than asking you to take my word for it — free, before I ever ask you to trust a claim.
The thesis
Revenue gets stuck somewhere between interest and payment — and, often, between the first sale and the next one.
The wrong people arrive. The offer never answers the objection they actually have. The form asks for eight things when it needed three. Nobody follows up on day four. A customer buys once and is never asked to buy again.
Before you spend more on traffic, find out whether traffic is actually the constraint. Five sectors, five diagnoses — the pattern underneath was the same each time, but I checked before I assumed it.
Three years building acquisition and conversion systems across ecommerce, DTC, fintech lead gen and property. Before that, four years running my own footwear brand to 2,000+ units sold, unfunded. Alongside it, eleven self-initiated teardowns of software products.
I've spent the budget and I've watched where it stops. That's why I don't start with your ad account — scaling a funnel that leaks only burns money faster. The full path is acquisition through retention: most of what I can show you sits in acquisition and conversion, because that's where the constraint has been in every engagement so far.
What I do
The constraint could be pipeline, conversion or follow-up — or it could be positioning, offer, pricing, trust or product friction. Pipeline, conversion and follow-up are where the fix has landed every time so far; they're common categories, not a predetermined diagnosis.
Sometimes the real constraint is that you're short of people who were ever going to buy. When it is, I rebuild targeting, offer and creative around the ones who actually pay — so cost per sale falls because better people arrive, not because you bid less.
1,000+ qualified leads on one engagement's paid test budget · 6x ROAS at a flat spend on another
Same traffic, a different route through it. Messaging that answers the objection they actually have, a page that earns the next step, and a route with the dead ends taken out of it.
8% → 35% conversion · bounce 70% → 23%
Most of it is lost on day four, not day one. Behavioural sequences that catch someone going quiet, a cadence that actually runs without anyone remembering to run it, and nothing sitting untouched for a week.
5.5% lead-to-close on a webinar funnel · drop-off cut 30%+ with behavioural email
The same diagnosis extends to retention and expansion once the funnel above is sound. Every engagement so far has found the constraint earlier than that — which is exactly what a real diagnosis is for: it tells you where to actually start, instead of assuming.
Experience
Every figure is a result I owned or produced myself. Where the work was unpaid or speculative, it says so.
First growth hire, no infrastructure in place — so no way to know where leads were being lost until something existed to measure it. I built the whole engine — site, brand guide, analytics, paid framework, lifecycle and follow-up — inside four months. It produced signed customers, not a lead list.
The company didn't provide leads. The first months went into building the acquisition engine from scratch — content, paid, cold outreach, referrals, influencer partnerships — with nothing closing yet because there was no pipeline to close. Revenue started once that pipeline existed, closing deals with buyers who take three months to decide.
Diagnosed first: audited the full route from click to purchase and found the drop-off wasn't a traffic problem — it was where the page lost people once they'd already clicked. Rebuilt that route. No extra traffic and no extra budget, a different path through what was already arriving.
Work with me
I've done this unpaid, on products I don't work for, before I ever ask to be paid for it. This is the same diagnosis, on yours.
I go through your funnel as three different buyers, time how long it takes to reach the thing worth paying for, and count every step and retry along the way. Then I write up where the money stops.
If the constraint is worth fixing, we talk about that next — that's your call to make once you've seen the evidence, not mine to push.
What happens if there's a fix worth making
Identify the constraint — the specific stage where interest stops turning into revenue.
Put a number on what it's actually costing you, so the fix can be judged against the cost of leaving it.
Implement the highest-impact change first — not everything at once.
Track whether the economics actually moved. If they didn't, that's data too.
Start here
Three questions. "I don't know" is a valid answer to the third one — working that out is the job.
Or email adegbolaabdulwaheed@gmail.com