The full stories.

The founder runs a real estate investment analysis business. He had a vision for a platform that would analyze deals the way he does in his own head. So he hired a development team to build it.

Six months went by. $57,500 went out the door. And he still had no working prototype to show for it.

Then he came to me.

In under 40 days, the entire system was engineered, branded, and sitting in front of his customers. A complete AI-powered SaaS application, custom built from the ground up... live and selling.

And I didn't stop at the original spec. He had a dream list. Features he'd wanted for years. Features he hadn't even imagined until I showed him what was possible. I built more than 30 of them. His customers use them every day.

The build also needed the money layer around the product, so I built that too: a custom Google Ads tool and a full marketing system. Finding the money and building the machine that captures it isn't two vendors. That's the job.

AI Beauty Consulting (aibeautyconsulting.com) coaches business owners in the beauty industry. Her top offer was a deep, customized assessment of each prospect's business. A one-year plan, a scored diagnostic, personalized recommendations. The works.

Here was the problem. Every single assessment ate more than 10 hours of her phone time and manual writing. And she was the only person who could do it. So her own calendar had become the bottleneck on the entire company.

So here's what I built for her:

• An assessment bot that holds a natural, open-ended discovery conversation. No yes/no checklists. Real follow-up questions, the same way she'd actually interview a prospect herself.
• Intent and context capture. This was the hardest part of the whole build. The bot reads a long, winding answer and knows exactly which pieces belong to which part of the assessment, so the data lands clean in her systems instead of getting copy-pasted in later.
• A second agent that takes the conversation and generates the full deliverable: a customized one-year business plan, a scored diagnostic, next steps, and tailored recommendations. All of it in her voice.
• Delivery automation. Results flow into her business software, follow-up emails fire off with specific next steps, and the full plan lands in the client's inbox. She never touches a keyboard.
• Guardrails and evals. I caught the bot skipping steps early on. So I rebuilt the knowledge base structure, tightened up the data capture, and added tests, so any regressions get caught before they ever ship.

And the results? Assessment creation went from 10-plus hours down to about 30 minutes. The bot runs 24/7. Her throughput is now 10 times what one person could deliver, with zero drop in depth.

The company was bleeding. Revenue had dropped 90%.

We rebuilt the pricing strategy and the offer structure and reversed it. Monthly revenue went from $20K to over $300K. Within a few years, the company sold for $62M.

We rebuilt the messaging, optimized the funnel, and launched campaigns that converted at 2 to 5 sales per minute. Revenue grew from $3M to $15M in 24 months.

Corel had a photo editing product in trouble. Sales were down. It was lagging in the consumer market and virtually dead in B2B. We were hired to get it into more businesses and homes across the US and Canada.

In our research, we found something nobody was talking about. The software's edit-tracking technology was unrivaled. It was powerful enough to prove in court exactly what changes had been made to a photo. That made photos viable as legal evidence.

So we built an entire campaign around it, aimed at CSI and forensic units across the US and Canada.

Within 4 months, Corel had taken over 33% of the market share from leading competitors and brought in over $4M in new revenue.

Later that same year, we consulted them through two worldwide product launches, including training for their marketing department and strategic planning with executives. Some of the list segments we created enjoyed a 70% open rate and a 47% buy rate. The campaign as a whole: a 29.4% buy rate and $24M in revenue.

An international pro-family organization came to us in a hole. They needed $220,000 a year just to meet budget. They had almost no marketing money.

What they did have was a list of 120,000 people. That was enough.

• We segmented the list with a series of emails.
• We surveyed it, then created a new voice for the president.
• We built an email sequence promoting multiple gift levels.
• We restructured 20 pages of copy around what the survey said the list actually cared about.
• We sold a $20 back-end product. 2,350 people bought it, creating $47,000 in revenue.
• Average donations rose from $22 to $34 per person.
• A national radio appearance brought in another 2,100 names.
• We created a major donor program and added 5 new members at over $100,000 each.

All of it was done with existing or donated time, technology, and resources. By the time the project ended, they were on track for almost $1 million that year in new donations. Most of it happening automatically or through major donors.

They are no longer in the hole.

A company breaking into the personal development industry had stalled. An initial surge of growth, then a plateau at about 400 students in their high-end program. Our job was explosive, long-lasting growth.

We ran a full analysis of everything. Customer demographics and psychographics. Sales copy. Funnel design. We went through the program itself and spent time with its creator.

The result was a comprehensive marketing plan: redesigned website, new funnel structure, and a paid advertising strategy.

The plan produced immediate results, growing the student base by over 20% in the first year. The company has since partnered with one of the largest online personal development companies in the world. Today it generates over $100 million in revenue, serves more than 56,000 students, and runs in 7 languages.

A national cellular provider decided to stop being "just a phone company." Cable TV, internet, and cell service, all for one monthly fee. Great for consumers. Threatening for the cable incumbents, who fought back with hostile legislation and rumors that the company discriminated against low-income Hispanic and African American communities.

We were brought on to win the market anyway.

We ran a public opinion campaign built on two things: the consumer rates, and the real stories of the company's own Hispanic and African American employees, told in their own words.

The public came around. Beneficial legislation followed. The company now provides cable TV and internet service to over 10 million Americans.