Problems we solve
Start with the problem. We will name the cause.
Every page here is a sentence someone said on a first call or typed into a search bar. The page names the cause, gives the mechanism, and says which step of the system fixes it and what that costs. One problem per page.
Owners and founders
The problems every growing company hits between $1 million and $20 million, whatever it sells.
- We have an in house marketer and they are not getting us any leads.You hired a marketer and the phone did not ring. The cause is usually the job description, not the person. What one marketer can produce, and the three options.
- We hired a marketing agency and we are not getting leads.Six months, a retainer, a report full of impressions, no meetings. Why agencies get paid for activity, the questions that expose it, and what to buy instead.
- Our website gets traffic but nobody fills out the form.Two thousand visits a month and four form fills. The five reasons a site converts under 1 percent, and how to find yours in ten minutes.
- Leads come in and they sit there. Nobody follows up.The handoff is where most pipeline dies. The response standard and sequence that fix it.
- Every client we have came from a referral, and referrals are slowing down.Referrals are a ceiling, not a strategy. What happens when the two people who send you work retire, and how to add one channel you control.
- I am the only person who can sell this, and I am out of hours.You are the product expert, the closer, and the prospector, and there are no more hours. Which of those jobs to rent, which to keep, and what it costs by stage.
- We hired a salesperson. They did not produce, and now they are gone.The rep ramped for four months, booked little, and left. Why first sales hires fail on the pipeline, not the person, and how to rebuild without hiring again.
- Our Google Ads spend is the same and the leads keep getting more expensive.Spend is flat, leads are down, cost per lead is up. The four account level causes, the 2026 benchmarks, and why the fix is on the page, not in the bid.
- We send hundreds of cold emails and nobody replies.Reply rates under 1 percent are a list problem 80 percent of the time. What the 11 percent teams do differently, and how a technical market changes the rules.
- When people search for what we do, our competitors show up and we do not.Your competitors rank for the service you are better at. The usual cause is page count, not backlinks. What a 12 page site ranks for versus a 150 page site.
- When someone asks ChatGPT for a company like ours, it names our competitors.Ranking on Google does not put you in the AI answer. Only 12 percent of AI cited URLs overlap with Google's top ten. The four page traits that get cited.
- Our website is old, slow, and the agency that built it holds the keys.The site is six years old, slow on mobile, and every change goes through the vendor who owns the hosting. How to get out, and what a rebuild costs.
- We have a web guy, an ads guy, an SEO vendor, and a caller, and nobody owns the result.A web shop, an ads agency, an SEO vendor, and an SDR firm, each celebrating its own metric, and revenue flat. Why the handoffs between vendors kill pipeline.
- We do not know what we should be spending on marketing and sales.Nobody publishes prices, so you cannot budget. Real 2026 numbers for channel vendors, in house hires, appointment setting, and full pipeline programs, by stage.
- We spend a fortune on trade shows and come home with a stack of cards.$40,000 for a booth, 200 badge scans, four follow up calls, zero deals. Why event ROI disappoints, and how to book the meetings before you fly.
- We post all the time. We get likes. We do not get inquiries.Three posts a week, a monthly blog, a growing follower count, and no leads. Why engagement is not demand, what content produces meetings, and the cadence.
- We spend on five things and cannot tell which one is producing the leads.Leads arrive and nobody knows from where. The five tracking failures in almost every account, and how to see cost per meeting by channel in 30 days.
- Our appointment setting vendor books meetings and half of them do not show up.The vendor reports 15 meetings booked. Six held. Two were qualified. Why meetings booked into a weak brand ghost, and what a qualified meeting standard says.
- We are launching a second brand and we cannot double the marketing team.A research line and a clinical line, or two brands under one company. How to run both without doubling headcount, and what the second brand costs.
- Our revenue is feast or famine and we cannot break the cycle.A great quarter, then the cliff, then the scramble. Feast and famine revenue has five known causes and one fix: a demand system that runs when you are busy.
- More leads would break us. The business behind the pipeline cannot take the growth.You do not want more leads, you want the ones you have to stop costing you sleep. Why the fix starts inside the company, and what the operations audit delivers.
- Google's AI answers the question and nobody clicks through to us.Impressions are up, clicks are down, and the answer box quotes someone else. What AI-generated answers cite, and how to become the citation.
- Our buyers read the docs, try the product, and never talk to sales.Engineers evaluate with documentation and a trial and treat sales as a last resort. How to build a pipeline for a buyer who distrusts marketing.
- Our partners are the brand and none of them will write.In a professional services firm the experts are billable, so nobody writes. How to get a principal's point of view onto the page in under an hour a month.
Life science and CRO
The problems a lab, a CRO, or a tools company hits when the buyer is a scientist.
- We have thousands of products and researchers cannot find any of them on Google.A catalog of thousands of models or reagents and Google indexes a search box. Why a database ranks as one page, and what 14,000 indexed pages did to leads.
- Our CRO's new business comes only from PIs who already know us.Every new client trained in the same two labs, and the founders are the sales team. Small CRO business development without a sales hire.
- Everything we write sits in review for weeks and nothing publishes.The blog has one post from March because every draft waits for a scientist's spare afternoon. The weekly workflow with a named reviewer that ships.
- Our salesperson cannot hold a conversation with a scientist.The generalist SDR reads a script to a PI who knows more than they do, and the PI hangs up. Why volume shops fail with scientific buyers.
- We email principal investigators and nobody answers.You email principal investigators and hear nothing. The PI is rarely the buyer of record under $50,000. Who is, and when in the grant cycle to send.
- Our revenue follows the grant calendar and summer is dead every year.Flush in the fall, dead in July. Why life science revenue follows study section dates, and how to time outreach and content to flatten the curve.
- We keep losing to bigger CROs and we think it is because we look small.You lose deals to firms ten times your size and think it is because you are small. It is because your site says flexible and client focused.
- We are scientists. We know the product and nothing about marketing, and we do not know where to start.A company spun out of a lab, a product that works, and nobody who has run marketing. The three things to do first, and what the first year costs.
Healthcare practices and brands
The problems a practice or a healthcare brand hits when it has to grow under HIPAA and medical review.
- Most of our new patients come from two referring physicians, and one is retiring.Referrals are 80 to 90 percent of new patients for specialists, and one retirement removes a third of next year. Treat referring physicians as a market.
- We launched a new program and nobody is booking it.You added a program, trained the staff, bought the equipment, and the schedule is empty. Why a paragraph on the services page cannot fill it.
- Google keeps disapproving our ads and our agency cannot tell us why.Ads disapproved, account limited, an agency that cannot explain why. Which healthcare categories need LegitScript certification, and how long it takes.
- We think our website forms and tracking might be violating HIPAA.A form builder on a treatment page, a Meta pixel on the thank you page, call recording with no consent. What is PHI on a marketing site, and the covered stack.
- We get web inquiries and calls, and they are not becoming appointments.The ads produce form fills and calls. The schedule does not move. Where patient inquiries die between the website and the front desk, and the fix.
- Our flagship location is full and the other three are half empty.One location is booked six weeks out and another is half empty. Why one campaign and one site cannot balance a group, and the per location fix.
- A newer practice shows up above us on Google Maps and we do better work.A newer practice with worse outcomes shows up first when patients search your specialty and town. What the map pack ranks on, and review velocity.
- Our compliance officer says no to everything, so we publish nothing.Legal and compliance block every campaign, so the brand publishes nothing. How to separate what needs review from what does not, and a weekly gate.
- Our buyers search a code or a regulation and government sites and law firms outrank us.Billing directors search by procedure code, statute, and form number. The head term belongs to CMS and law firms. The long tail belongs to nobody.
Startups
The problems a seed or Series A company hits before it can afford a sales team.
- We need a pipeline before we can justify a sales hire.The board wants top of funnel before it funds the bottom. What to build before hiring an SDR who ramps for four months and leaves in fourteen.
- Every agency we talk to starts at $10,000 a month and we do not have it.Every credible agency quotes $8,500 and up. What a seed stage company can buy for $3,000 and $5,000 a month that still compounds, and why the floor moved.
- The board wants pipeline metrics and all we have is a list of conversations.The board asks for pipeline coverage and you have a list of conversations. How to give a board a committed number before you have a sales team.
- Our engineers refuse to touch the marketing site and marketing cannot ship without them.Every landing page is a sprint ticket, or the site lives on a builder engineers refuse to touch. The stack marketing can run and engineering keeps.
- We rebranded and the leads stopped.New name, new site, and inbound fell off a cliff because nothing carried over. How to run a rebrand so the pipeline runs under the new name by month two.
- We are not sure anyone searches for what we sell yet.A new category, a product nobody has a word for, and a search bar that returns nothing. How to find out in two weeks whether search demand exists.
George Stoff, Founder and Lead Engineer
Full-stack engineer with more than 30 years building the systems companies sell through. He built the method Isovertic runs on and stays on every account as the standards owner and the escalation path. When search algorithms shift or a compliance question comes up, you get his engineering judgment. Day-to-day execution runs on the team he trained.
LinkedInKristen Coughlin, Chief Operating Officer
Trained molecular biologist. Ten years selling translational research products, then institutional operations at the Yale School of Medicine. She documented George's method, trained the team on it, and built the operation so the same system runs the same way on every account.
LinkedIn