The BLOOM method
The order is the point
Four steps. Diagnosis, prioritisation, plan, execution. Most of the market stops after two. A low cost membership stops before one. A £5,000 consultancy stops after three.
The delivery spine
What happens, in what order
Baseline
Find the blockers.
A scored review across all six functions: revenue, margin, pipeline, capacity, team and operations. You get the Business Health Report and a ranked priority matrix. This is the Business Audit, and it is month one of every retainer without exception.
Leverage
Identify the strategies.
The priority matrix becomes two or three named workstreams, each tied to one of the eight profit levers, each with a target number and a date. Anything not selected goes on a parked list and gets reviewed quarterly. This is the stage where the money already within reach gets found. It usually pays for the engagement.
Outlook
Build the execution plan.
Each workstream gets a plan you can hand to your team: what happens, in what order, who owns it, what it costs, what it should return. Alongside it, a KPI dashboard, a forecast and a monthly review rhythm. You stop finding out how the month went after it ended.
Optimise and Momentum
Assist in execution.
The part that separates us from the rest of the market. We sit in the work: chairing the trade meeting, writing the pricing, sitting in the hiring interview, building the flow, negotiating the retail terms. Executed, not presented.
The data readiness gate
We check the numbers exist before we promise to move them
Step one includes a check on whether your numbers are there. If a business has no reliable margin data, no cost breakdown or no sales export, month one becomes a data build, and we say so in writing before the retainer starts. A profitability claim is only credible where the profit can be measured.
Wax Pot London and Trap Haus Fit both needed this stage, and in both cases the verified dataset was the thing everything after it was built on.
The eight profit levers
Which one is costing you the most?
Profit moves through eight levers. Every engagement targets two or three, named at the diagnostic. Every lever below is proved by work already delivered, not by a claim.
01 Price and mix
Are we charging correctly for what we sell, and selling the right blend?
Proven in the client record: a price rise with zero attrition. Average transaction value up 8.1 percent.
02 Conversion
Of the demand we already have, how much turns into money?
Proven in the client record: win back and RFM segmentation across 9,124 customers.
03 Retention and repeat
How often does a customer come back, and for how long?
Proven in the client record: repeat visit rate 45.3 to 56.3 percent. Recurring revenue 5 to 37 percent of direct.
04 Capacity and utilisation
Can we serve the demand we can create?
Proven in the client record: 137 turned away requests counted and costed. Reformer utilisation to 83.6 percent.
05 Cost to serve and margin
What does each unit of revenue cost us to deliver?
Proven in the client record: H1 costs reconciled to the cent across 539 transactions.
06 Channel economics
Which routes to market pay for themselves?
Proven in the client record: a third party channel grown sixfold, H1 2026 alone against all of 2025.
07 Fixed cost and structure
Is the team shaped for the revenue it has to produce?
Proven in the client record: a third team member modelled as a hire and as room rental. Commission rebuilt on a margin floor.
08 Cash and leakage
Where is booked money failing to arrive?
Proven in the client record: cancellations measured at 13 percent of booked value.
Source: client commercial systems, Wax Pot London and Trap Haus Fit engagement records, 2025 to 2026.
The six functions
What the seat covers
This is the job description for the Fractional Chief Growth Officer we place inside your business. It is a capability list, not a monthly workload.
Sales
Pipeline build and management, conversion rate work, pricing and price architecture, sales process design, target setting, incentive and commission design, weekly trade rhythm.
Business development
New channel entry, retail and wholesale routes, partnership and consignment deals, outbound programmes, market and territory expansion, deal negotiation.
People management
Role design and the commercial case for a hire, capacity planning against demand, performance rhythm and objectives, commission and bonus structures, recruitment support, leadership cadence.
Operations
Capacity and utilisation, cost base review, cost to serve, systems and reporting stack, booking and fulfilment flow, supplier terms, leakage and policy design.
Marketing
Channel economics and acquisition cost, CRM and lifecycle, funnel and conversion, brand to revenue linkage, campaign direction, agency and freelancer management.
Organisation structure
Who owns which number, the leadership operating model, meeting and reporting cadence, decision rights, the shape the business needs at its next revenue level.
Scope discipline
Six functions is capability, not workload
Four rules hold the line, and all four sit in the contract, not only in the deck.
The workstream cap
Two or three active workstreams at a time, set by your band. Nothing starts until something finishes or is formally parked.
One owner, one metric, one date
Every workstream carries all three, written down, on your board where you can see it.
The parked list
Everything the diagnostic found that is not being worked on stays visible and gets reviewed at quarter end. A "not now" you can see is easier to live with than one you cannot.
The quarterly re-baseline
Every quarter the priority matrix is re-scored, workstreams close, new ones open, and your band is reviewed against the work.
Which of the eight is costing you the most?
That is the first question in every Deep Dive and every Business Audit.