The one offer
Three weeks. $15,000, fixed, paid at the start. You end up knowing which position is open, what to assert instead, and what to stop saying tomorrow.
Every direct and adjacent competitor graded on which position they lead with, which Level they're pitched at, where they sit on the Assertion Band, and how far their language travels. Not opinion — a scoring sheet you can hand to anyone and they'll get the same answer.
One number per company: how many hand-offs their message survives on the way up a buyer's org chart. It's the most portable finding in the report, and it's the one your CEO will repeat.
Which of the three is unoccupied in your category, why it's open, and who is closest to taking it from you.
Specific sentences, not themes. Claims that are true, defensible, and unavailable to the four companies nearest you.
The language currently on your site doing no work, with the reason for each. This usually moves fastest internally, because nobody has to be convinced to stop.
You and whoever has to agree — CEO, head of sales, whoever will ask the hard question later. We go through the findings live and you leave having made the decision, not having scheduled another meeting about it.
I don't write the copy.
You'll have the decisions — what to assert, what to kill, and in what order. Your team writes it. Or your agency does. Or we talk about who should.
This is deliberate. The moment I'm writing pages, I stop being the person who tells you which direction is right and start being the person who needs the direction settled so I can bill. Those are different jobs and you should be buying the first one.
Three weeks from the day you say go.
$15,000. Fixed. Paid at the start.
The fee doesn't move based on how many competitors turn out to be in the sample or how long the sessions run. You know the number before you commit and it's the same number at the end.
Because the production work barely fits the time. Every deliverable has a date and research doesn't, so research is what gets cut — every quarter, at every company, including the ones doing this well. Your team isn't missing the skill. They're missing the only part of the job with no deadline attached to it.
Ask them to score the category against a model and name what you should stop saying. Most will come back with a brand platform and a timeline, because that's what they sell. The reason this arrives in three weeks is that I'm not staffing the work that comes after it.
Hundreds of companies have been through this diagnostic. The pattern doesn't change by industry, because it isn't about industry — it's about how many kinds of buyer you have and whether you've found the thread between them.
Then you'll disagree with a scored sheet instead of a vendor's opinion, and you'll know exactly which competitor you're betting against. That's a better argument to have than the one you'd have without it.
No. Repositioning is nine months, an agency, and a fight with sales about whether any of it worked. This is a decision about which of three positions you lead with. Same product, same buyers, same capabilities — different first move.
Email with a start date. You'll get a one-page agreement and a list of five documents. Nothing else moves on your side until week two.
If you'd rather see the instrument first, score your own homepage. Three minutes, and it costs nothing.