We find out why your enterprise deals stall, and fix it.
Thirty days inside your live pipeline — at your company, or across the ones you hold. You get the reason each deal is stuck, the work to unstick it, and a measurement that keeps running after we go.
$20,000 to $75,000 depending on the rung, and refunded in full if nothing on the week-one list moves.
Ten years winning enterprise deals at companies like these — for early-stage platforms with no brand to lean on.
Google Cloud, IBM, Slack, Fidelity Investments, AstraZeneca, Takeda, Boston Scientific, Toast, Duolingo, Hootsuite.
Who this is for
Private equity operating partners and heads of portfolio operations.
Mid-market funds, typically four to eight holdings, where go-to-market is the constraint on the value-creation plan — and there is no comparable read across the companies.
The private-equity ladder →Venture platform leads and GTM partners.
Seed through Series B, where two or three operators cover thirty companies or more. The work each of them does is good; none of it is comparable across the portfolio — so nothing compounds, and the answer to how the founders are doing still gets assembled by hand.
The venture ladder →And the technical founders inside them.
Series A to early Series B, where the product wins on merit and the deals stall anyway — in committee, in procurement, in a room you are not in. Founders engage directly too, and often arrive by an introduction from the fund.
The founder ladder →In all three cases the work assumes the same shape of deal — all four, not some:
- A complex solution sold into a large enterprise
- Multi-stakeholder and committee-driven — the decision gets made in a room you are not in
- Five months or more from first conversation to signature, on average
- Six figures, typically, as the average deal size
Who this is not for
If your deals close in weeks, this is the wrong firm. Self-serve motions, product-led growth, transactional volume businesses, anything that closes in one or two conversations — none of it needs what this does, and the instrument would be overhead you are paying for and not using.
The work assumes a deal worth six figures, five months or more from first conversation to signature, and a decision made by a committee you are not in the room with. If that is not the shape of your business, say so on the call and I will tell you straight rather than sell you a sprint.
Revenue impact
unstick · accelerate · grow
Stuck enterprise deals move, the motion gets faster, and the revenue compounds.
AEBITDA impact
CAC · CAC payback · lifetime value
Define the ICP properly and three lines move: customer acquisition cost falls, CAC payback shortens, and lifetime value rises — because you stopped selling to companies that were never going to stay.
Try it on a company you know
The free read takes a short description of a company and returns the first pass every engagement here starts with: what it actually does for a buyer, where that matters most, and the questions that tell you which of those situations you are in. About twenty seconds, no signup.
It declines rather than hand you something generic — and every read has its own link, so if you ran it on someone else’s company you can simply send it to them.
Run a free readFoundations · the first of three
How a portfolio engagement starts
A one-off commercial assessment hands you a photograph. We install the instrument that keeps measuring — one comparable readiness verdict per company, defensible to the people judging you.
Sprint 1 Pilot
30 days. Up to two portfolio companies.
$45,000
Full refund if nothing on the week-one list moves. Priced and judged on its own — not a deposit against what follows.
A commercial due-diligence engagement runs $150,000 to $500,000 and stops when the report ships.
We work the live opportunities that are already stuck — the ones costing you the quarter — and produce the readiness baseline alongside them. Thirty days in there is a deal that moved and an artifact you can take to your partners, not a scored readout and a follow-up call.
- Active acceleration on live, stalled opportunities
- Technical capability translated into the business outcome the buyer is actually funding
- Buyer intelligence on the committee holding the deal up
- Business cases the champion can defend without us in the room
- A readiness baseline and the binding GTM constraint, named
- The definition of what counts — agreed with you by day 30, from your pipeline rather than a template
The Engagement
Phased across the holdings you choose.
$18,000 per portfolio company, per month
Three-month phases. 25% of the fee only arrives if the numbers move, measured against the baseline you sign in week one. One to two companies over six months; three to five over nine, rolled out sequentially because one operator does the work.
The same instrument installed at each company, so the readings come back in the same units and the holdings can finally be ranked on something other than memory. Companies keep whatever CRM they already run — the comparison happens above that layer, so there is no consolidation project.
- Comparable readiness across every company in scope
- The binding constraint per company, and the work to close it
- Quarterly readiness reviews — one verdict for the partnership, not a stack of founder anecdotes
- Cross-company patterns the individual companies cannot see
- Baselines ratified with you before anything is measured against them
Bring one company. No deck, no commitment.
Growth installs the playbook across holdings; Scale defends the exit and screens what you buy →
Venture platform teams: the engagement is a different shape and is scoped per firm — it starts by measuring a handful of founders on the same instrument, so the readings can finally sit next to each other. Start a conversation.
How it works
Strategy call
We assess the situation — one company or a whole portfolio. No pitch, just diagnostic clarity.
Sprint 1
Thirty days on live deals at up to two companies, with the readiness baseline produced alongside. Full refund if nothing moves.
The engagement
Rolled out company by company, in three-month phases, at a flat rate per company — and the measurement keeps running after we step back.
Powered by Andru
Humus & Shore is the firm. Andru is the platform underneath it — the reason one operator can run at the speed of a team, and the reason the measurement does not leave when the engagement does.
A consultancy hands you a document that decays. The instrument stays installed, keeps measuring, and re-reads every company on the same model — so the comparison holds up a year later, in front of people whose job is to doubt it.
What we hold to
Empathy We start with the buyer, then the revenue.
Clarity We find what actually works, then build from there.
Authenticity We build genuine partnerships over short-term billings.
Focus We find the main thing and keep it the main thing.
Accountability We own the outcome, not just the recommendation.
Alignment Shared values between a company and its buyers drive durable growth.
Who you would be working with
Humus & Shore is one person. I am Brandon Geter — ten years selling complex solutions into large enterprises, first carrying a number and then building the teams that did. I kept watching better products lose to worse ones because nobody had translated the technology into something the person signing cared about. That gap is the whole job.
More on how I workFrequently asked questions
Start with a conversation.
Thirty minutes on one company you hold — the deals that are stuck, and whether thirty days would move them. No deck.
Book an introductory conversation