What 60 days actually looks like.
Every consultancy promises transformation. Almost none will show you the calendar. This is the week-by-week anatomy of a first zRev engagement: what ships in each phase, what we need from your team, and where timelines actually slip. If a partner cannot show you this page for their own process, ask why.
▪ Start Monday and: first automation live by , full build deployed by , baseline re-measured by .
Diagnose
We start in your systems, not in a workshop. The first two weeks are spent inside your CRM, your marketing stack, and your pipeline data, finding out what is true. No recommendations yet. Recommendations built on unaudited data are guesses with better fonts.
What you'll see
- A funnel teardown: stage-by-stage conversion, velocity, and leak map built from your CRM's raw data, not its dashboards.
- A data-quality audit: which fields, reports, and dashboards can actually be trusted, and which are quietly lying to you.
- A baseline metrics sheet, agreed in writing. This is what "results" gets measured against in week eight.
What we need from you
- Read access to your CRM and GTM tools, ideally inside the first three days.
- 90 minutes with your founder or revenue lead. 30 minutes with one AE who will tell us the truth.
WHERE IT SLIPS · system access. Security reviews and permissions take longer than anyone plans for. Start the access conversation the day you sign, not the day we start.
Design
The blueprint gets ranked by revenue impact, not by what demos well. And because a plan with nothing shipped is still just a plan, the first quick win goes live inside this phase, usually against the ugliest manual workflow Diagnose surfaced.
What you'll see
- The automation map: every GTM workflow worth automating in your motion, scored by hours saved and pipeline impact.
- A prioritized build order with effort estimates: what ships inside this engagement, what waits, and why.
- The first automation, live. Not scheduled. Shipped, running, and already saving somebody's afternoon.
What we need from you
- One 60-minute working session to pressure-test the priorities against what you know and we cannot.
- A yes or no on the build order. Slow decisions here are the single biggest schedule risk in the whole engagement.
WHERE IT SLIPS · scope creep. Every team wants to add one more workflow once they see the map. The build order exists to protect your 60 days. Additions go to the week-eight plan, not the current one.
Deploy
One workflow at a time, live in your stack, with your team watching it happen. Enablement runs beside the build, not after it, because a workflow nobody adopts saves nobody time.
What you'll see
- Automations and AI agents going live one by one, each with a rollback path, none as a big-bang release.
- Your team running them: training happens on the real workflows, on real deals, while we are still in the room.
- Weekly ship notes: what went live, what manual work it replaced, what it is measurably saving.
What we need from you
- Your AEs actually working the new workflows. The hours-back number is earned here or nowhere.
- Tolerance for one imperfect week. Version one ships, version two follows the feedback. That order is deliberate.
WHERE IT SLIPS · adoption, not technology. The failure mode is not a broken automation, it is a perfect one that nobody opens. This is why enablement sits inside this phase and not in an appendix.
Compound
The last thing we build is the system that keeps improving without us in the room. Week one set the baseline. Now it gets re-measured, in front of the same people who agreed to it.
What you'll see
- The baseline, re-measured: pipeline velocity, hours freed, conversion by stage. What moved, what did not, and why.
- Playbooks and documentation your team owns: no black boxes, no logins only we hold, no dependency on us to keep it running.
- A 90-day compounding plan: what to expand next, in what order, and what it should return.
What we need from you
- A 60-minute readout with the people who saw the week-one baseline.
- A decision: run it yourselves, or keep building together. The handoff is designed so that both are honest options.
STRAIGHT ANSWER · sixty days is enough to change a trajectory. It is not enough to finish a transformation, and anyone promising "done" in 60 days is selling the deck, not the system. What you have on day 60 is live automation, a team that runs it, and a measured baseline to compound from.