I diagnose revenue engines for B2B SaaS founders whose product works but whose growth resets every quarter. Plain language, your actual numbers, and the one thing to fix first, not a deck of nine.
No pitch. If it isn't a fit, I'll tell you on the call.
Three patterns turn up in almost every founder diagnostic. If one of them reads like a description of your last two quarters, the conversation is already useful.
The dashboard looks healthy and closed-won doesn't budge. The cause is almost always upstream: ICP drift, channel mix, or a qualification step nobody has written down, and no one has named it out loud.
Outbound this month, content next month, partnerships after that. No motion gets six clear months to compound, so nothing compounds, and each reset looks like bad luck rather than a pattern.
One quarter lands on a single large logo. The next resets to zero. The system isn't producing revenue. People are, manually, one deal at a time, and that ceiling arrives faster than anyone plans for.
A Series A B2B SaaS company in India, twenty to sixty people. Named only by category. Client work stays confidential unless a client puts their name to it in writing.
Pipeline had been flat for two quarters. Founder-led selling had saturated, spend was climbing, conversion wasn't moving. The team believed it was a lead-volume problem.
Two levers were leaking at once, which is why single fixes kept failing. Targeting pulled in accounts that could never convert, so effort scaled while outcomes didn't. Underneath it, pricing and packaging were misaligned with the value delivered, so even the right accounts stalled at the commercial step. Volume was never the constraint. Architecture was.
Three moves, in sequence. The path to first value was rebuilt around a single activation moment. The funnel was instrumented end to end, every stage with one owner and one number, which turned argument into evidence. Pricing and packaging were rebuilt to match value captured to value delivered.
Pipeline 7× in eight months. Conversion up 45%. Retention held at 92% through the scale-up, which is the part most teams break. First visible win landed inside thirty days, with no additional headcount, no engineering resource, and active internal resistance at the start.
Not a workshop and not a deck. Nine stages against your business, producing a named bottleneck, a sequence of moves, and a system that survives after the engagement ends.
Stage, motion, constraints, capital runway. The honest picture before any tactics.
Who actually buys, who churns, and who you keep targeting for the wrong reason.
Funnel by funnel. Where pipeline leaks, where deals stall, where the motion breaks.
What you sell versus what buyers hear. Usually two different products.
What works, what is vanity, what is missing. CAC against real cohort retention.
Founder-led, sales-led, product-led. The right one for this stage, not the next one.
Day 1 to Day 90. Where activation breaks before expansion is even possible.
Value capture, plan structure, expansion path. Repriced against what buyers will pay.
Metrics that matter, weekly cadence, decision rights. So the system holds after I leave.
Two weeks gathering evidence, one turning it into settled decisions, one putting the first play into live operation, so something is moving before the phase ends rather than after it.
Plays run, measured, then scaled or dropped on evidence. Conditional on the phase-one readout, never committed up front. You decide with the findings in front of you.
I take three engagements at a time, so a bad fit costs both of us more than it costs to say no early. Five situations where I am the wrong call.
Seven years in enterprise B2B sales, 2012 to 2019, before I moved into SaaS growth. Every name here is a deal I worked, not a client list I inherited.
Fourteen years operating. Seven selling into enterprise buyers, then seven inside B2B SaaS running product, growth and revenue motion. Not advising from the outside: building, shipping and owning the number, including the quarters where the number was wrong.
I have run both product-led and sales-led motions in the same company, which is rarer here than it should be, and it is usually the first real question: whether what you have is genuinely self-serve, or sales-assisted wearing a free tier.
I also built a company from zero and wound it down when the unit economics would not support venture-scale growth. The discipline to stop is part of the judgment I bring to other people's businesses.
B2B SaaS founders, typically Seed to pre-Series A, in India and abroad. Working product, real customers, unpredictable growth. If you are pre-product, this is not the right fit and I will say so.
A free thirty-minute call. We talk about the actual situation, not a pitch. If the fit is wrong I will tell you on the call. If it is right, you will have a clear next step before we hang up.
Three named bottlenecks ranked by revenue impact, what each one costs you per quarter, a ninety-day sequenced build map with owners and dates, and one leak fixed with you inside the engagement window.
No. Engagements run across India, the US, the UK and the Middle East. The method does not change. The market context does, and that gets accounted for in the first stage.
You should not, on faith. Read what I publish, then judge whether the thinking is sharp enough to pay for. That is why the writing is public and the first call is free.
If the fit is wrong I will tell you on the call. If it is right, you will leave with a sharper view of the bottleneck than you came in with.
cal.com/rohit-rohinkar/intro
Every week I ask ChatGPT, Perplexity, Gemini and Claude who the best tool in a category is, then publish exactly who showed up, who didn't, and why. Real transcripts, named companies, no summary.
One email a week. Unsubscribe whenever. No pitching.