Your NRR stays flat.
Your board wants answers.
Everyone has a theory. Nobody has proof.
Most audits tell you what is broken.
I tell you what it is costing you.
One finding. One clear answer.
Board-ready in 10 days.
The Silent Growth Diagnosis
"Our NRR has been flat for two quarters.
The board wants answers."
The cause was not the product. A single configuration issue invisible in demo, constant for every paying customer. One clear finding. Retention improved within 90 days.
Brands we work with
The number is a lagging signal.
Nobody names the cause.
By the time it moves, the damage is already done.
Companies with the highest NRR
post median growth 83% higher than the rest. The gap is not operational. It is structural.
That gap
is where revenue is lost.
-
Level one The business problemNRR is dropping. Your board wants an explanation.
The metric is the symptom. Not the cause. -
Level two The product problemYour team is arguing about features and onboarding. Closer — but not the cause.
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Level three The user momentA user hits a specific moment that quietly damages activation, retention, or expansion.
It has a trigger, a location, and a measurable commercial impact. Almost nobody looks here. I do.
Find it. Name it.
Hand you the brief.
Not consulting. Not UX advice. I walk it cold, find the exact moment revenue is leaking, and hand you a board-ready answer.
Find the real problem
I walk the product cold. No briefing. No assumptions. 12 years across B2B SaaS means the signal is usually familiar. I see what internal teams miss because I am not inside the assumptions.
Name it clearly enough to act on
Not a vague recommendation. The exact moment. The exact user. The exact expectation that breaks. Clear enough that your team stops debating and starts moving.
Hand you the brief
I deliver a precise brief your team can act on immediately. When execution is needed, I scope the fix and recommend the right implementation path.
The Silent Growth Diagnosis Brief
A concise board-ready executive deck built for decision-making.
10–15 slides. Decision-ready. No filler.
The finding
The bottleneck identified
The exact user moment. Where it occurs. Who it affects. What it is costing the business.
The evidence
Behavioural evidence & journey visuals
Annotated product journey. Observable patterns. Commercial impact hypothesis.
The action
Recommended first action & board narrative
What to fix first. The implementation path. Suggested language for your next board meeting.
Designed to answer one question: Why is growth not moving?
Not a UX audit. Not a redesign proposal. Not 47 recommendations. One answer.
Pragmatic options built
around accountability.
One finding. What it is costing you. What to fix first.
- Cold-start product journey audit — no internal bias
- One finding tied directly to a revenue hypothesis
- The Board Brief — 10–15 slide executive deck with evidence
- 15 minutes of your time. The rest runs independently.
Pure analysis only. Resolving the right issue often pays for itself quickly.
Book a call →When the Diagnosis finds something that needs building, I help scope implementation and coordinate specialists.
- Scoped directly from the Diagnosis finding
- Specialist execution coordinated within the fixed fee
- Delivered, tested, and ready to ship
- 30 days of post-launch support included
Execution is meticulously customized to match the validated problem area.
Book a call →Ongoing advisory after the Diagnosis. I catch the next signal before it reaches the board.
- Monthly retention and signal health review
- Submit issues anytime — 24-hour response
- One executive call per month
- Early warning before issues reach the board
Execution billed separately under Implementation.
Book a call →In lost expansion revenue and team time spent on the wrong problem. Every quarter it stays unnamed, the gap compounds.
Fixed fee. 10 days. No finding — no fee.
No finding. No fee. I only take on work where the signal is already visible.
The buyer is whoever is accountable for a number not moving.
✓ This is for you
- You are a CEO or founder whose NRR has been flat for two or more quarters
- You have a board meeting coming and the retention story is not clean
- You are a CFO or COO watching expansion revenue stall
- You are an investor or board member with portfolio companies showing this pattern
- You are a revenue leader accountable for a number that is actually a product problem
- You are Series A to C with £2M to £25M ARR
✗ This is not for you
- You are pre-revenue or still finding product-market fit
- You want a complete aesthetic redesign or raw feature building
- You are searching for a traditional long-term agency or placement headcount
- You are a Head of Product looking to rubber-stamp your existing roadmap
- You need a full strategy built completely from scratch
The brief I deliver becomes the product team's ammunition, not their indictment.
A real engagement.
Real numbers.
Users dropping at week two. Onboarding rebuilt twice. Nothing moved. Found it in 10 days. Not onboarding. A permissions wall invisible in demo, hitting every paying account. Fixed in a week.
What every board is asking.
That AI copilot you built? It does not count. If you did not reaccelerate growth in 2025, you get a D. You cannot get a D in 2026.
Investors and CEOs told us that Gross Retention and Net Revenue Retention are the most important metrics for them. Not features shipped. Not team size.
What clients say.
On the outcome
"I had been staring at the same retention problem for two quarters. Ryan found the actual cause within the first engagement. I had been optimising the wrong thing the entire time."
On the thinking
"That is the sharpest version of it I have seen. Once you name the real problem, everything else follows."
The operator.
Not a consultant.
Independent diagnosis. No internal bias.
Design is one of the tools. It has never been the job.
I built and sold a software company. I have sat in the boardroom when growth stopped moving. I know what that conversation feels like.
12 years diagnosing product friction at Meta, Canva, Bullhorn, and Iress. Once the problem is correctly named, the fix is usually straightforward. I see what internal teams miss because I am not inside the assumptions.
You pay for the judgment. Execution is handled by the right people for that
work.
This is Siftly.
Questions before
every call.
Why can't our Head of Product or CPO do this?
They could find the same thing. But they cannot present it to your board as an independent finding. More importantly, they are too close to it. Their pattern recognition is shaped by internal assumptions. I walk it cold. That is the difference. The brief I deliver becomes their ammunition, not their indictment.
What exactly happens in the 10 days?
I access your product as a new user would. No briefing. No internal walkthrough. Safe, read-only access. I sign your NDA on day one. I map the full user journey across onboarding, activation, retention, and expansion — looking for the specific moment where user behaviour diverges from the expected outcome. I need 15 minutes of your time. The rest happens independently.
How do you know you will find something before we pay?
I do not take on work where I cannot already see the signal. Before you book, I ask which metric is stuck and for how long. If the pattern is not familiar, I will tell you honestly before you spend anything. I only take on work where the signal is already visible. That is what makes the guarantee real.
What does the brief actually contain?
One finding. The exact user moment where value breaks down. What it is costing you in retention, activation, or expansion revenue. A clear hypothesis for why it is happening. And a prioritised recommendation for what to fix first. Clear enough that your engineering team can act on it immediately.
What if the issue is not a product problem?
Good. I will tell you. The point is not to prove product is broken — it is to identify the real bottleneck. If it is pricing, CS, or configuration, you will know in 10 days instead of guessing for another quarter.
Why wouldn't our analytics already show this?
Dashboards show outcomes. They rarely explain causes. Your analytics will tell you that users dropped off at day seven. They will not tell you why. I look at the product behaviour behind the metric — the exact friction, the exact expectation that breaks.
Why only one finding?
Because companies rarely fail from a lack of ideas. They fail from acting on the wrong one. I focus on the bottleneck with the highest commercial leverage. A list of twenty issues creates a new prioritisation problem.
Can we skip the Diagnosis and go straight to Implementation?
No. I do not scope or build based on internal assumptions — that is usually part of why the number is flat in the first place. Every engagement starts with the Diagnosis.
Walk into your next board meeting with an answer, not another theory.
Tell me which number is stuck. I will tell you if this is the right fit.
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