Your business is
not doing what
you think it is doing.
You inherited the numbers. You inherited the story about the numbers. Nobody in the building can tell you the difference — and the gap between the two is where your value is going.
Ninety minutes, no deck, no pitch. If your problem is somewhere else, I will tell you.
Every month sits inside tolerance, so nothing triggers. The pattern is only visible across quarters — and nobody in the business is asked to look across quarters.
Nobody hands a CEO a true picture
of the business they agreed to run.
You inherit the numbers, the people, and the story already told about both. From the first day, everything reaching your desk has passed through someone with a view on how you ought to receive it. You are accountable for all of it from the moment you sign.
The numbers are not yours
EBITDA has been shaped to tell a story. Revenue and EBIT describe a business that no longer exists. Real margin by customer is a guess, and nobody has measured how long your money takes to arrive.
The picture is incomplete
Every function holds a fragment. None holds the whole, and nobody is resourced to assemble it — so the organisation has no honest view of itself, and neither do you.
You cannot see who is with you
The room agrees, and on Monday three functions do something different. Courtesy from a board is not support, and you find out which on the day it matters.
Something is already running
This is not prevention. Value is being blocked, wasted or taken right now, and the clock started long before anyone thought to look.
Two instruments. One conversation to start.
Measure how fast money actually moves through the business. See how the organisation actually behaves. Run side by side, each explains the other — and you do not have to decide how far to go before we speak.
Start with the numbers
Weeks, not months
Your real Cash Conversion Velocity, measured from source, with the Slow Bleed tools and the 90-day plan run against your own data. Real margins, real cost allocation, and which customers actually contribute.
How CCV worksGo organisation-wide
The only way to be sure
CEO360 across the whole business, then Value360 following the money through purchasing, supply chain and logistics — both feeding a live dashboard you review with me every month.
What it findsMost chief executives start narrow and widen once they have seen what it turns up. How an engagement runs.
You have bought diagnosis before.
Most CEOs reading this have already paid for a transformation programme, an engagement survey and a consultancy review. All three asked people what they thought, arrived months late, and produced a document.
It measures, it does not ask
Nobody fills anything in. No score to game, no survey fatigue, nobody managing the answer on its way to you. You get numbers that are yours.
It has no rules and no keywords
It learns what normal looks like for each team and relationship, then flags the departures. You find what is blocking momentum, including what nobody thought to raise.
It works on the record, not on opinion
Every finding traces to something that happened, in a system you own. You get evidence that survives a boardroom, an auditor and a regulator.
It runs continuously, from week one
A standing view, not a study that ends. You act early, and you are the first to know rather than the last.
The mist starts to clear in the first fortnight.
Connection made, data flowing. First patterns visible almost immediately.
Enough signal to be useful. Early view of where the cycle stalls.
CCV established. The picture becomes measurable rather than suggestive.
Full executive view, live dashboard, and a session on what to do first.
Before you ask
What is a slow bleed in a business?
A slow bleed is the quiet loss of cash, value and momentum in a business that still looks profitable. Delays become normalised and inefficiency is built into the operating model, the numbers and the culture until nobody questions it any more. It shows up first in sales because sales sits at the front of the flow, but it almost never starts there.
How long does it take to see results?
Data flows in week one and the first patterns are usually visible immediately. Cash Conversion Velocity is established by weeks three to four, and the full executive view with a live dashboard lands at week six.
Is this an engagement survey or employee monitoring?
Neither. Nobody is asked to fill anything in, so there is no score to game and no survey fatigue. It does not measure who is working hard. It shows where the organisation is structurally stuck, where value is leaking, and which functions are genuinely behind the strategy.
What size of business is this for?
Typically businesses turning over roughly five million to five hundred million pounds, and especially group or holding structures where every layer adds another set of numbers assembled by somebody else.
Do I have to buy the book first?
No. The Slow Bleed is the field guide behind the method and every engagement includes copies for your leadership team, but nothing here requires you to have read it.
A conversation, then a decision.
Ninety minutes, no deck. You tell me what is keeping you up. I will tell you honestly whether this evidence would help — or whether your problem is somewhere else entirely and you should not spend money with me.
The Slow Bleed
The CEO field guide behind every engagement here. Sixteen working tools you run against your own numbers, and the full CCV method. Hardback and paperback.
Get the book