Revenue Capacity Audit
610 hours of monthly work. Three people. Only 18% of those hours were generating revenue.
- Timeline
- Three weeks. First interview to finished deliverables. No pilot phase, no proof of concept, operational outputs the team used the week they received them.
- Scope
- Three structured interviews, one workload model, role clarity documents, a rebuilt bonus framework, and growth scenario planning.
- Model
- The founder now runs a monthly capacity review using the workload model we built. Role boundaries are documented. The bonus structure is aligned to revenue activity. The team maintains and updates every framework independently, no ongoing dependency on us.
The outcome
82% of capacity was going to work that generated zero revenue. visible for the first time in three weeks.
Findings
What we built it around.
Bottom up workload model
610 hours mapped across nine function categories, each classified as revenue generating or operational
The 18/82 split
the single number that changed the hiring decision, only 18% of team hours were driving revenue
Role overlap map
three people independently doing the same sourcing and presentation tasks, each assuming the other would finish
Bonus framework rebuilt around four measurable categories tied to revenue impact, replacing a structure that rewarded firefighting
Growth trigger model
the specific workload thresholds that justify a fourth and fifth hire, with role specs ready to use
Results
What changed.
280 hours per month in two functions (property sourcing and post letting issues) identified as zero revenue work, making the case for a dedicated rental care role and targeted automation unambiguous
Double work ended, for the first time, every function had a single owner with explicit handoff points, replacing the 'whoever is free' pattern that had been silently duplicating effort across sourcing, presentations, and client coordination
The bonus structure stopped rewarding firefighting, four measurable categories, each tied to revenue impact, replaced a model that had been paying the same rate for admin as for closing deals
Lead qualification gap surfaced: 1 in 10 inbound leads was reaching close, not a volume problem but a filtering problem, flagged as the single highest ROI fix for the sales function
Fourth hire defined before the job ad was posted: specific workload triggers, a clear function spec, and a timeline, avoiding a premature hire that would have cost six months and a salary
Takeaway
82% of capacity was going to work that generated zero revenue. visible for the first time in three weeks.
Real estate / PropTech
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