I help owners of agencies and technical service firms find the shortest path to predictable new revenue, without burning cash on the usual detours, and with the expertise staying in-house.
Custom dev · Design · DevOps · QA
Radency
iTeam
Karno Energy
YTC
SoftLoft
Triangu
What wins is a system that keeps bringing in the right clients. In most service firms that system runs on luck, and the owner hits the same questions week after week:
An ICP of “US mid-market” and a persona of “CTO or CEO” means you write to everyone and convert no one.
Your niche holds dozens of identical full-stack shops. With no clear position the fight comes down to hourly rate, and that is a fight you lose.
Testing everything at once is expensive. Picking at random costs more. Every quarter spent on the wrong channel is a quarter of missing pipeline.
Outreach generates opens and responses while the calendar stays empty. Between “hello” and a booking sits a hole where qualification should be.
The contract closes and the account drifts. Account management does not exist as a function, and it is the cheapest new revenue you will ever find.
Hiring on instinct ends with strong people leaving in four months, $30K gone and half a year behind.
The list goes on. Working through it alone is optional.
See the formatsWith no predictable funnel a service firm lives in permanent stress: hiring at random, revenue on a rollercoaster and a team that burns out before it starts producing.
Six modules, one process: from the first touch to a client who keeps growing with you for years. Every module has an owner, metrics and a cadence.
The whole system is AI-native. AI agents take the routine — research, outreach, qualification, reporting — so you reach the first results months sooner and the team stays on deals.
No chaos: everything runs in two-week sprints with priorities, metrics and owners. You always see what is done and what comes next.
I go through your status quo: 12 months of funnel, your materials, your process, recordings of demos. Then I tell you where revenue is leaking.
Off the audit we lock priorities, milestones and six-month targets.
We work in two-week sprints on a Kanban board: priorities, definition of done, owners.
A 90-minute planning session: we look at KPIs and last sprint's results, then plan the next one.
Every week I go through what your team produced and give specific feedback so you keep moving fast.
Access to my AI-native system: agents, skills, templates and instructions that take the routine and shorten the path to results.
You own a B2B service firm selling into the US, UK or EU.
You already have clients and revenue, but you are not sure how to scale from here.
You want a system your own team runs, not a vendor you depend on forever.
You know there is no magic button — building business development takes work and investment.
You know GTM is more than lead gen and growth hacks.
If even one of those is not you, I am probably not your answer. Write to me and I will point you to someone who fits better. Message me on LinkedIn →
The audit shows where you stand today. Mentoring builds the GTM system with your own hands. In the Fractional CRO format I run business development and the team myself, until the system holds on its own.
A 360° assessment of your business development and a six-month action plan: strategy and execution review, 4 recorded demo calls reviewed, a 90-minute 1-on-1 session. Delivered in 7 days.
solo owner, no team or one person · usually firms of 10–30 people
Always at the core:
What is included:
In 90 days: a written ICP, one channel working, and a pipeline review cadence you actually hold.
Book a call2–3 people on one track · usually firms of 30–100 people
Strategy plus one track:
What is included:
In 90 days: the track runs off a playbook without you, and you have a forecast for the quarter.
Book a call4–6 people across two tracks · usually firms of 100–200 people
Strategy plus both tracks:
What is included:
In 90 days: one funnel end to end, from traffic to upsell, and the owner out of daily operations.
Book a callThree examples from recent projects. Every number comes out of the client's CRM, not out of a deck.
We rebuilt the ICP, cut 60% of the irrelevant funnel and repackaged the offer across 3 verticals. Outbound started producing meetings with real decision makers instead of procurement gatekeepers.
One large contract carried 70% of the firm's revenue and there was no upsell process. We built the AM function from zero: portfolio split, QBR cadence, expansion targets. A year later expansion produced almost a third of new ARR.
We repackaged the enterprise proposal: instead of T&M, a fixed outcomes deal on an annual project. Win rate dropped 12 points, average deal size grew 6.8×.
I am Victor Shulga and I have been in B2B business development since 2008. I came up as a full-stack seller — writing, calling, closing, onboarding, upselling — then KAM, Head of Sales, Sales Director and CBDO. Over 18 years I have personally closed millions in contracts, including $12M in a single deal, and built business development teams for 50+ service firms.
Three businesses of my own did not work out, and I do not hide it: without those failures I would not know what I know now. I do not show up with an 80-page report. I get into your CRM, look at the last 12 months of funnel, talk to your sellers, and in 5 working days I tell you exactly where the money is leaking. Then we fix it together.
These days I invest in service businesses myself — my own money into the same model I help you build. So I look at your firm not only as a consultant, but as someone with capital at risk in this market.
I work off proven playbooks and adapt them to the market, the ICP and the team in front of me. A template is useful right up to the moment it starts getting in the way.
Demand generation, sales, account expansion. Every inch of the funnel, from first touch to a client in year three, is its own mechanism with its own KPIs.
No lectures, no recommendation decks. I work inside your CRM, with your team, on your deals. The team learns because the result belongs to them.
To cover marketing and sales by hiring, you need a Head of Sales and a Head of Marketing. Count it honestly: two salaries, bonuses, 3–6 months of ramp each and the risk of a bad hire.
A Fractional CRO covers both functions in one person who has built business development teams 50 times before — and steps out once the system stands on its own.
A salesperson closes deals, that is the job. A CRO builds the system that supplies those deals predictably. Different functions. I am not replacing your AE — I am making sure 6 qualified conversations land on their desk every day instead of zero.
That happens when a consultant writes a report and leaves. I work next to the team every week, on their deals. A month in I am not an outsider, I am the person who helped close two deals that had been stuck.
Compare it to the alternative: a Head of Sales and a Head of Marketing in-house run $8–16K a month together, plus bonuses and 3–6 months of ramp each. A Fractional CRO covers both functions for $2,900–4,900 and is not building the system for the first time. If the audit shows the economics do not work for you, I will say so and not take the contract.
An NDA is signed before the first discovery call. I work with enterprise-grade contractors, where this is basic hygiene. References specifically on this — on request.
A roadmap and first movement in the funnel: 30 days. Visible movement in CRM numbers, meetings and win rate: 60–90 days. A systemic result: 6 months. Anyone promising results in a week is either lying or selling you a lead gen agency.
My experience sits in high-ticket B2B with long sales cycles. Software firms are the closest fit, and engineering outsourcing — BIM/MEP, GIS, drafting — buys business development the same way. If your average annual contract is above $15,000, we can work together.
First we go through your situation. If I see we are a fit, I propose a concrete next step. If not, I say so and move on. No chasing.
The first call is a diagnosis, not a sale.