Practis: Fall Revenue Planning & Market Development
A structured approach to making smarter growth decisions — before meaningful budget, time, and personnel are committed to execution.
The Greatest Risk Isn't Choosing Wrong
The greater risk facing Practis is spreading limited resources across too many possibilities — or not making a meaningful choice at all.
Trade shows, partnerships, private equity channels, digital campaigns, adjacent markets, and direct sales expansion are all valid options. But pursuing one inevitably means delaying or de-emphasizing another.
Structured planning makes those trade-offs visible. By assessing market attractiveness, investment requirements, expected outcomes, and execution complexity, Practis can make deliberate choices about where to concentrate resources between Labor Day and Thanksgiving.
The Objective
Not to eliminate risk — but to improve the quality of the decision before committing budget, time, and personnel to execution.
We Need to Place Our Chips Wisely
Choose the Game
Decide which market opportunity gives Practis the best odds of winning.
Play Smart Hands
Identify the conversations most likely to produce results and pursue them deliberately.
Protect the Bankroll
Ensure there is enough runway to stay in the game long enough to win.
Five Key Questions
What We Need to Figure Out First
Before spending money on conferences, sponsorships, partnerships, or additional sales resources, Practis needs clarity on five critical questions.
1
Which markets deserve our attention?
Double down on home services, expand into adjacent markets, or pursue PE-backed operators?
2
Which events are worth attending?
Which conferences give access to the highest concentration of target buyers, partners, and influencers?
3
Who specifically do we want to meet?
For every event or initiative — which companies, people, partners, and conversations matter most?
4
What supporting BD activities are required?
Events don't work in isolation. What happens before, during, and after to maximize ROI?
5
What does success by Thanksgiving look like?
More meetings? More pipeline? More revenue? Without defining success upfront, it's impossible to measure it.
The Engagement
What I Would Be Doing
Over a four-to-six-week period, I would work with you to develop a focused Fall 2026 market development plan across six workstreams.
Working Sessions
Initial planning workshop, weekly reviews, and ongoing discussion of priorities and current efforts.
Market Assessment
Evaluate home services, PE/roll-up opportunities, and adjacent markets. Prioritize by attractiveness and likelihood of success.
Event Planning
Research conferences, assess sponsorship vs. attendance, and identify key attendees, speakers, and partners.
Target Identification
Develop lists of target organizations, key executives, strategic partners, and relevant PE firms.
Commercial Positioning
Refine messaging, evaluate market-specific value propositions, and develop conversation themes for operators and investors.
Execution Planning
Build a September–November action plan with priorities, sequencing, resource requirements, budgets, and success metrics.
Business Development Planning in Detail
Outreach Strategy
- Develop event-centered outreach strategies
- Identify referral and introduction opportunities
- Recommend supporting marketing and outreach activities
Relationship Building
- Develop follow-up and relationship-building approaches
- Align messaging to selected target markets
- Identify initiatives that should be deferred or avoided
Collaboration
What I Need From Practis
This only works if I understand how you're currently thinking about the opportunity. I don't need months of data — but I do need access to your thinking.
Market Perspective
The markets you believe are most attractive and the ones you're curious about exploring.
Current State
Opportunities, partnerships, and initiatives already underway — plus what's worked in the past and what hasn't.
Definition of Success
What success would look like by Thanksgiving, including any assumptions or constraints from investors, advisors, or leadership.
What Comes Out of This
Focus
A clear view of where Practis should concentrate its effort and resources.
Event Strategy
A recommended conference and event strategy with prioritized targets.
BD Plan
A practical business development plan with a September–November execution roadmap.
Clarity
A clearer understanding of where future investment should — and should not — be directed.
Investment
A Fixed-Fee Planning Engagement
$8,000
Four-to-Six Week Engagement
A fixed fee covering the full planning process from market assessment through execution roadmap.
The Purpose
This is not about creating a report. The purpose is to make better decisions, focus resources, and create a practical plan that can be executed immediately following Labor Day.
Once the plan is complete, we can decide together whether there is a role for ongoing support in helping execute it.
Ready to Plan for a Strong Fall?
The window between Labor Day and Thanksgiving is short. The decisions made now — about markets, events, targets, and messaging — will determine whether Practis enters Q4 with momentum or uncertainty.
We need to decide what game we want to play, where we believe we have the best odds, and what conversations are most likely to produce results. Eventually, we place our chips on the table and commit.