The premise
The book decomposes revenue into six multiplicative variables: Unit of Sale, Price Per Unit, Quantity Per Transaction, Cycle Frequency, Volume Per Cycle, and Number of Revenue Streams. It teaches operators to see their business as a system of interlocking levers rather than a single “get more clients” problem. Each lever gets its own section with worked math, real-world teardowns, and a diagnostic exercise the reader can do with a calculator and thirty minutes.
Who it’s for
The managing partner of a professional services firm who bills $300K to $3M, works fifty-five-hour weeks, and has been told by everyone that the answer is “hire more” or “get more leads.” You know that’s wrong but don’t have a vocabulary for what’s right. This book gives you that vocabulary and the math to back it up.
Why this book
Right now, the revenue optimization shelf is dominated by books that are either too broad (generic strategy), too narrow (pricing-only), or too internet-business-coded. Nobody has written the definitive revenue architecture book for the owner of a twelve-person law firm, a twenty-person accounting practice, or a regional nonprofit with $2M in grant revenue. That gap is real, and the math is checkable: the reader can verify every claim against their own numbers.
The structural insight that makes this book different from a pricing book or a sales book is the compounding math. A 10% improvement in two levers yields roughly 21%, not 20%. Most owners treat growth as additive. The book shows them it is multiplicative.
Status
In research and outline. Field research begins on a two-week container ship trip later this year, where the cross-industry case work that supports the framework gets ground-truthed against the actual logistics of headhaul and backhaul asymmetry. Writing begins after the trip. Expected publication is Q4 2026.