Problem · Owners
More leads would break us. The business behind the pipeline cannot take the growth.
You are not short on inquiries. You are short on hours, and every new job lands on the same three people who are already behind. So when someone offers you more leads, the honest reaction is dread. That is not a marketing problem and we will not sell you marketing for it. It is a flow problem: a lead enters the company and nobody can draw the path it takes from there.
How people search thistoo busy to take on more customers · business cannot handle more leads · owner overwhelmed by growth · we get inquiries but cannot keep up · grow the business without drowning
Quantum Leap, from $25,000 a month, starts inside the company before it turns up the ads and outbound. The operations audit maps how a lead moves through your business, finds where it leaks, builds the automations that remove the steps that do not need a person, and writes the SOPs. The pipeline work comes after. Pricing is published.
Why more leads feel like a threat
Draw the path a lead takes through your company today. Inquiry arrives by email, by phone, by a form that goes to one inbox. Someone quotes it from memory. Someone else schedules it in a spreadsheet. The invoice goes out when the owner remembers. Every one of those steps is a person, and usually the same person. Adding volume to that path does not produce growth. It produces a backlog, missed quotes, and a founder answering email at midnight.
The tell is that you cannot say, without looking, how many open inquiries you have right now. If the number lives in three heads, the business is at capacity no matter what the calendar says.
What we do before we add a single lead
We map the path. Every step from first contact to paid invoice, who touches it, how long it waits, and where it dies. Then we sort the steps into three piles: the ones only a person can do, the ones a person does today that software should, and the ones nobody should do at all. The middle pile is usually the biggest. Quote templates, scheduling, confirmations, follow ups, invoicing reminders, the question every customer asks twice. We build the automations for that pile and write the SOP for the first pile, so the work runs the same way whether or not you are in the building.
Only then do we turn up the ads and the outbound, because at that point a new lead lands on a path that can carry it. This is the order every Quantum Leap engagement runs in. It is also why the tier is priced for the company, not the campaign.
What you get, and what we do not promise
The audit delivers four things you can hold: the map, written recommendations, the automations we build, and the SOPs in your name. We do not promise that your profit changes or that your week gets shorter, and the terms say so in one sentence. What we can say is that a company that can draw its own lead path can take on volume, and a company that cannot should not buy volume from anyone, including us.
Questions on this problem
Both, in that order. The first ninety days are inside the company. The rest of the year is the six step pipeline, run on the path we cleaned up.
Sometimes. A buyer pays more for a business that runs without its owner, and the map and SOPs are what a buyer asks for in diligence. But if the sale is likely inside a year, say so on the call and we will tell you whether to wait.
Not on the site. Quantum Leap is a year, and the audit is the first part of it. If you only want the audit, book the call and we will scope it straight, which may mean pointing you elsewhere.
George Stoff, Founder and Lead Engineer
Full-stack engineer with more than 30 years building the systems companies sell through. He built the seven-layer method Isovertic runs on and stays on every account as the standards owner and the escalation path. When the algorithm shifts or a compliance question comes up, you get his engineering judgment. The 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 in the Department of Microbial Pathogenesis at the Yale School of Medicine. She reviews the life-science work before it reaches a client's MLR reviewer. She also built the delivery operation: took the method George engineered, wrote it down, trained the team on it, and turned it into a repeatable engagement so the same seven-layer system runs the same way on every account.
LinkedIn