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THE SPRINT
Your company is not hard to sell. It is hard to repeat.

A six-week positioning sprint for B2B companies between $2M and $10M ARR who have product-market fit and no shared sentence for it. Built from your buyers' words, not a workshop. You leave with one page your whole company can defend —

Engagement

6 weeks, fixed scope

Evidence base

30 calls · 90 transcripts

Deliverable

One page + the argument

Since 2019

41 companies

John Doe — Software EngineerRobert Johnson — Product ManagerJane Smith — Data ScientistEmily Davis — UX DesignerTyler Durden — Soap DeveloperDora — The Explorer

Four operators who will take your reference call before you sign anything.

Companies call me whendiscounting became policy.
SELECTED WORK · 2019–2026
Northwind — B2B SaaS
Northwind — B2B SaaS
Sil — Household
Sil — Household
Orbit Health — Devices
Orbit Health — Devices
Bastion — Fintech
Bastion — Fintech
Meridian — Workplace
Meridian — Workplace
Salt & Stone — Consumer
Salt & Stone — Consumer
Vantor — Infrastructure
Vantor — Infrastructure
Halcyon — DTC beauty
Halcyon — DTC beauty
The same photograph after grading — warm and contrastyAs received
The photograph before grading — flat and desaturatedPositioned
WHO YOU GET
Your buyer gives you three second and one sentence of working memory.

Same company on both sides of that handle. Nothing was added — the right-hand version simply says fewer things. That is the entire mechanism, and it is why positioning outperforms every redesign it is usually confused with.

WHAT MOVES, AND WHEN
41Sprints delivered
29%Median close-rate lift
34 daysCycle time removed
9/10Would run it again

Measured 90 days after handover across the 34 engagements with usable before-and-after CRM data. Seven are excluded because their data was not comparable — I would rather show you a smaller honest numbers.

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ONE PAGE

Everything above is how we get there. Everything you buy is downstream of a single page that five people can recite from memory. If a deliverable cannot survive being compressed onto it, it was decoration.

WHAT LANDS IN YOUR DRIVE
Three of them get used weekly. Two get used once and save a quarter.

Messaging architecture

Every claim you are allowed to make, ranked by how much work it does, with the evidence that earns it. Product, sales and recruiting all draw from the same file.

Six pages →

Sales narrative

The story in the order a buyer needs it, with the objection map beside it. Written to be delivered by a rep in month two, not memorised by your best closer.

Deck + script →

Homepage wireframe

Structure and final copy, block by block. I do not build the site — this is what your team or your agency builds from, without another discovery phase.

Wireframe + copy →
WHO YOU GET
Me. That is not a value proposition, it is a capacity limit.

I spent twelve years in-house before this — the last four running marketing at a company that grew from $4M to $40M on a position we got wrong twice before we got it right. I have made most of these mistakes with my own budget, which is a qualification no framework provides.

There is no team. No associate runs your interviews. I take four sprints a year, which is the honest ceiling for work that depends on one person holding ninety transcripts in their head at once.

CLIENT VOICES
Dev Anand

Dev Anand

Founder, Vantor

I had turned down two agencies because they wanted to start with a rebrand. Sana started with our lost-deal transcripts. By week three we had cut two of our four segments, which was the decision I had been avoiding for a year.

Iris Lindqvist

CMO, Bastion

The deliverable I use most is a single page. It settles arguments in product, sales and hiring that used to take a meeting each. I did not expect the highest-leverage thing to be that small.

Marguerite Boye

CEO, Halcyon

We had eleven things we said about ourselves and no idea which one was doing the work. Six weeks later we had one. Our close rate moved before the new site even shipped, which tells you the problem was never the site.
THE REST OF THEM
DA
Dev Anand
Founder, Vantor
Started with our lost deals, not a rebrand. That is why it worked.
IL
Iris Lindqvist
CMO, Bastion
One page that settles arguments in product, sales and hiring.
TR
Tomás Rivera
CRO, Orbit
My reps stopped writing their own decks. First time in four years.
HV
Hanna Voss
VP Marketing, Sil
The rationale document is why it survived my successor.
KA
Kwame Asare
CEO, Northwind
Week three was brutal and correct. We cut the segment I founded on.
MB
Marguerite Boye
CEO, Halcyon
Eleven claims down to one. Close rate moved before the site shipped.
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WHAT LANDS IN YOUR DRIVE
Two ways to work with me. Both are fixed.

● The sprint

6-Week Positioning Sprint

$28,000

or 2 × $15,000

  • 30 customer interviews and 90 lost-deal transcripts, read by me

  • The positioning statement — one page, five decisions

  • Messaging architecture for site, sales and hiring

  • Homepage wireframe with final copy

  • Sales narrative and objection map

  • Written rationale for every call, so your team can defend it

  • Two follow-up sessions at 30 and 90 days

Reading this page now: 40

Two slots · Q2 · 50% on signature

○ After the sprint

Retained advisory

$9,500

per month · 3 min.

  • Two half-days a month with your leadership team

  • Review rights on anything that carries the position

  • Launch, pricing and segment decisions as they come up

  • Async access for the calls that cannot wait two weeks

Only available to companies that have completed a sprint. Positioning I did not build is positioning I cannot defend, and retainers on other people's decisions turn into meetings.

OBJECTIONS
The six things people ask before they book.

Answered the way I answer them on the call, which is to say some of these are reasons not to hire me.

Partly, and I would rather say so. You leave with a homepage wireframe and its copy, a sales narrative and an objection map — enough for your team or your agency to build without another discovery phase. I do not build the site. Every consultant who tells you strategy and execution are one purchase is selling you the execution.

It is short for a rebrand and long for a workshop, because it is neither. Four of the six weeks are evidence and pressure-testing. The actual decisions take about nine hours. Most of the calendar is spent making sure those nine hours are spent on the right question.

Roughly six hours a week from one decision-maker, plus access to your CRM, your call recordings and thirty customers who will take a call. If you cannot give me the recordings, I will decline the engagement — I have run it on interviews alone and the work is measurably worse.

Then this is probably not for you, unless what you did was an internal offsite that produced adjectives. The test is simple: can two people on your team, in separate rooms, name the same alternative your buyer is comparing you to? If not, you have a vocabulary, not a position.

You should, at least once. The statement is built from your evidence, so disagreement usually means the evidence is telling you something you did not want to hear. I will show you the transcripts. If you still disagree in week five, we change it — that is what week five is for.

No. Below roughly $2M ARR you do not have enough closed-won and closed-lost data for this method to beat a founder's own judgement, and I would be charging you for a slower version of what you already know.

NEXT

Twenty minutes. One question.

What are you actually being compared to?

If you can answer it in one sentence and your VP of Sales gives the same one, you do not need me and I will say so on the call. If you cannot, that gap is costing you more than this engagement does.

HBR CONTRIBUTORSAASTR SPEAKER12 YEARS IN-HOUSEFORMER VP MARKETING, ATLASAPRIL DUNFORD METHOD

NORTHFIELD

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