Humus & Shore moves stuck enterprise deals at portfolio companies, then builds the sales system that keeps them moving, comparable across the portfolio.
Which of your portfolio companies is actually on plan?
It’s the week before the partner review. Five companies, five decks, five definitions of a qualified pipeline. The answer gets assembled from impressions, and underneath every deck sit six-figure deals, five months deep in buying committees nobody has mapped.
So which do you choose? Another quarter of operating time spent on instinct? Or a revenue engine you can read the same way at every company?
Humus & Shore starts inside the live pipeline: the stuck deals, who on the committee actually signs, and what the product is worth in that buyer’s own words. Then it builds what keeps working after the engagement ends: sales stages that follow how buyers decide, champions who carry the deal internally, and forecasts that mean the same thing at company five as at company one. Later, the same discipline defends the exit story and screens what you buy next. Every engagement opens with a 30-day pilot, refunded in full if nothing on the week-one list moves.
Questions
How does the pilot work?
Thirty days on the live opportunities that are already stuck. In week one they are written down — stage, value, and when each last moved — and the client keeps a copy. If nothing on that list moves by day 30, the fee is returned in full. The list decides, not the firm.
Who decides whether the outcome was met?
The measures are agreed during the pilot, set against the week-one baseline, and written into the contract before any fee depends on them.
How does this work across a portfolio?
The same instrument is installed at each company, so readings come back in the same units and the holdings can be ranked. Each company keeps its CRM; the comparison sits above it.
What does GTM diligence cover that a QoE does not?
A quality-of-earnings review tests whether revenue was real. GTM diligence tests whether it will repeat: concentration risk, pricing against market, whether the motion is documented, ICP coherence, and whether pipeline stages reflect real buying behaviour.
Why does the pilot not credit toward the engagement?
It is a separate decision, judged on its own. Paying for it is how both sides learn whether the problem is urgent enough to solve properly.
What is Andru?
The platform underneath the practice. It lets one operator work at the pace of a team, and keeps the measurement running after an engagement ends.