Silent Revenue Killers — a book by Jeff Randall

The question behind the book

What percentage of loss is acceptable?

An executive once told me that losing half the pipeline was normal. Industry standard, he said.

I have never stopped questioning that. Who decided on fifty? What would be different at forty? Every company has a number like it somewhere — inherited, repeated, and eventually defended as just how things are.

Once a loss is normal, it stops being anyone’s job to go looking for it. This book is about the losses that got called acceptable, what they actually cost, and why a company working hard to grow keeps paying for them.

50%the pipeline loss he called an industry standard

If you could do better than half, what would that be worth?

The assumption

To grow, you have to do “more” of something.

That is how almost every growth plan begins. If the number has to go up, something has to go up with it — the lead count, the headcount, the tool stack, the budget, the hours.

Sometimes adding works. Often it just costs more to stand still, and next year the same conversation happens again with a bigger number attached.

This book asks the other question. Not what to add. What is already leaving, and where it goes.

What you get

Every chapter follows the same pattern.

Thirteen losses, one per chapter, each worked the same way. Whichever one you open, you get the same three things.

A loss you recognize

A figure you can defend

A fix, not a theory

You do not have to finish it to use it. Any chapter works on its own.

What’s inside

13 patterns.

Not a comprehensive list — every company has its own version of waste and friction. These are the patterns that show up most often, in most places.

Decisions made on pipeline numbers nobody fully trusts

Fighting the same problems instead of fixing what causes them

Underperformance that stays invisible, carried by everyone around it

Meetings, interruptions and admin eating the hours you pay for

Good people screened out before anyone ever meets them

Systems that quietly teach people the wrong behavior

Two reps, the same quota, completely different work behind it

Customers who erode away long before anyone calls it churn

Ideas that die before they reach anyone who could act on them

Processes kept only because they have always been there

Spend nobody checks, and revenue earned but never collected

No capacity left to fix what keeps causing the problems

The price you charge drifting away from the price you think you charge

Before you decide

Read the end of chapter thirteen.

The closing pages of chapter thirteen, in full and unedited — the story, the turn, and the line it lands on. If you don’t like the way it reads, you have saved yourself the money.

Read The Excerpt

The book

Get a copy.

Paperback and Kindle on Amazon.

Buy On Amazon Read A Page First

Bulk copies for a leadership team, or a copy for a review — email me at hello@jeffrandall.co.

Free companion · after you read it

The book’s own tables, as a spreadsheet you can fill in.

Every calculation in the book is worked on Veridian, a fictional $50M company carried from the first chapter to the last so you can watch one business leak in thirteen places. The workbook is those same tables, with an empty column for your numbers.

Ch 1 · Manual work one of fifteen tabs

	Veridian	Yours
Reps	20
Hours per rep per week on CRM admin	8
Loaded hourly rate, rep	$100
Annual rep labor cost	$832,000

Where to find it: ask three reps how long they spend each week on CRM admin, and average it.

Fifteen tabs, all built like that one.

Send me the workbook

One field. The file is on the next page.

I keep the address, and I may write to you about the consulting practice. That is the whole trade. No drip campaign, no follow-up series, nothing else happens.