Services
Three practices—revenue, technology and finance—that can be engaged on their own or connected as one programme. Scroll through the work we do, or filter by practice.
01 / 18
Funnel and conversion performance
Review the customer journey from awareness and enquiry through qualification, proposal, conversion, and follow-up. Identify where prospects drop out, where the process slows down, and what evidence is needed to understand why.
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01 / 18Funnel and conversion performanceReview the customer journey from awareness and enquiry through qualification, proposal, conversion, and follow-up. Identify where prospects drop out, where the process slows down, and what evidence is needed to understand why.
02 / 18Customer acquisition and channel effectivenessAssess how different channels and campaigns contribute to meaningful opportunities. Help distinguish activity metrics from commercial outcomes, and improve the way acquisition initiatives are prioritised and reviewed.
03 / 18Sales process and pipeline disciplineClarify stages, hand-offs, qualification criteria, follow-up expectations, and reporting. Improve visibility into pipeline quality so teams can manage opportunities more consistently and make better-informed forecasts.
04 / 18Pricing, packaging, and commercial offersReview how products or services are structured and presented, where the value proposition may be unclear, and whether pricing or packaging deserves closer examination. Recommendations depend on customer evidence, commercial context, and the available data.
05 / 18Retention, upsell, and customer valueExplore repeat purchase behaviour, account development, renewal risks, and opportunities to serve existing customers more effectively—without assuming every customer should receive the same approach.
06 / 18Revenue initiative executionTurn priority opportunities into workstreams with owners, milestones, dependencies, and measures. Support execution and review the evidence to understand what is progressing and what needs to change.
07 / 18Internal platform revampsImprove the structure, usability, and day-to-day experience of existing business applications. We redesign the experience around real tasks rather than simply giving the interface a visual refresh.
08 / 18UI/UX for business toolsMake frequently used actions easier to find and complete—information architecture, navigation, form design, dashboards, role-specific views, interaction patterns, and responsive layouts.- 09 / 18Workflow streamlining and automationMap processes from start to finish, identify repetitive tasks and unnecessary hand-offs, and define opportunities to simplify or automate work—including exception handling, ownership, and the risks of automating a flawed process.
10 / 18Process standardisationBring inconsistent workflows into a common operating model. Document how work should move between roles and teams, clarify inputs and outputs, and align the platform with the agreed process.
11 / 18Legacy application modernisationAssess older applications and codebases for usability, maintainability, performance, and operational constraints. Modernisation can mean targeted improvements, refactoring, interface redesign, or a phased replacement.- 12 / 18New platform developmentWhen an existing tool cannot support the required workflow, we help shape and build a platform from the ground up—starting with requirements, user journeys, priorities, and delivery milestones.
13 / 18Financial model restructuringReview existing models for clarity, logic, assumptions, and maintainability. Organise inputs, calculations, outputs, and scenarios so users can understand how a result is produced.- 14 / 18Revenue and profitability analysisBring sales, costs, margins, customer or product dimensions, and relevant operating measures into a more coherent analysis, at the level of detail the data can reliably support.
- 15 / 18Budgeting and variance monitoringCreate a clearer way to compare actual performance with budget, forecast, or target, and help teams focus on the movements that warrant explanation or action.
- 16 / 18KPI and metric frameworksDefine a consistent set of measures—descriptions, calculation rules, owners, refresh frequency, and intended use—so the same metric name means the same thing everywhere.
- 17 / 18Dashboards and management reportingDesign dashboards and reports around decision-making needs: executive summaries, revenue views, profitability breakdowns, operational scorecards, trends, and drill-downs.
- 18 / 18Data consolidation and reporting workflowReview how information moves from source systems and spreadsheets into reports. Identify avoidable manual work, repeated reconciliation, missing checks, and ways to make the process repeatable.
From baseline to measurable progress
A practical process. Clear accountability. Visible movement.
- Step 01 / 04
Assess
We review the relevant data, systems, workflows, and operating context to establish a credible baseline and understand the real constraint—not jump to a solution too early.
- Step 02 / 04
Identify
We translate what we learn into a short list of opportunities, each assessed for impact, effort, dependencies, risks, and time to value—so your team can decide what happens first.
- Step 03 / 04
Execute
We move from recommendations to delivery: refining a sales process, redesigning a platform, building a dashboard, or restructuring a model. Responsibilities and milestones are agreed from the start.
- Step 04 / 04
Measure and improve
We compare the outcome with the agreed baseline, document what changed, and refine the approach. Where external factors affect the result, we make those limitations visible.
FAQ
Questions about the work.
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What would you change if the numbers made it clear?
Tell us where growth is slowing, where your systems create friction, or where reporting is making decisions harder than they need to be. We’ll use an initial conversation to understand the context and determine whether KMDC is the right fit for the problem.
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