Zoroh Growth Partners
Commercial growth systems for founders and owners building beyond themselves.
Camigo Consulting is an established Irish M&A and corporate finance advisory firm. The founder, a former Managing Director at a global consulting firm, had built a strong reputation in the Irish market for buy-side and sell-side transaction advisory, particularly within the professional services sector.
The existing M&A business was performing well. But the founder had a bigger ambition: to build an entirely new Advisory service line that would sit alongside the transaction business, creating a structured way to work with Irish SME owner-managers long before they were ready for a deal. The vision was a flywheel. Advisory clients who build value with Camigo's support become natural M&A clients when the time is right.
The problem was that this new arm had no product, no sales process, no pipeline, and no go-to-market system. It existed only as an idea and a handful of coffee meetings.
- An entirely new service line needed to be designed from scratch alongside an existing, busy M&A practice
- No defined product: the founder knew the value he could deliver but had no structured, repeatable engagement to sell
- No sales process: business development depended entirely on the founder's personal network and ad-hoc coffee meetings
- CRM was in place but not configured for the new Advisory pipeline, with no stages, automation, or forecasting
- The founder was already at capacity on M&A work, meaning the Advisory engine had to be built to scale beyond one person
- No outreach system: LinkedIn and email campaigns existed for one vertical but lacked a repeatable, multi-sector framework
Flagship Diagnostic Product
Designed the complete product for Camigo's new Advisory service line: a structured 8-to-10-week diagnostic engagement that gives SME owner-managers clarity across Revenue, Profit, and Risk. Defined the five deliverables, the three-phase methodology (Alignment, Diagnosis, Planning), the pricing, and the client experience. Built the prospect-facing one-pager that translates the product into language an owner-manager immediately understands.
Full Sales Operating Model
Created the end-to-end sales operating model covering all three service lines: Buy-Side M&A, Sell-Side M&A, and Advisory. For the Advisory line specifically, designed the complete customer journey from first touchpoint through to signed engagement, with defined stages, entry and exit criteria, owner actions, and deal velocity standards at each stage.
Coffee-to-Cash Sales Process
Documented the repeatable sales process from initial outreach to signed engagement. Includes the pre-meeting research framework, a structured coffee meeting format designed to surface real challenges around Revenue, Profit, and Risk, the discovery-to-proposal sequence, and objection handling. Built to be used by the founder now and scaled to senior hires as the team grows.
Pipeline Architecture & CRM Design
Designed the CRM pipeline mechanics: five stages held as Leads, converting to Deals only at signed engagement. Built a qualification scorecard with a hard gate to ensure only genuine opportunities progress to discovery. Defined deal velocity standards with automatic flags for stalled opportunities, and closed-lost reason codes for pipeline hygiene. Configured automation triggers based on status changes.
Post-Meeting Discipline Framework
Introduced a structured post-meeting capture system to replace ad-hoc note-taking. Every meeting is followed by a structured voice note covering observations, actions, financial signals, and status updates, captured directly to the CRM record. This ensures nothing falls through the cracks and gives the operations lead visibility without depending on the founder's memory.
Multi-Channel Outreach System
Built LinkedIn and email outreach sequences for the initial vertical, including a three-message LinkedIn drip, a three-touch email campaign, and a content calendar for thought leadership positioning. Designed the framework to be replicated across new verticals as the Advisory service line expands.
Team Resource Model & Hiring Plan
Mapped the throughput math from target clients back to required coffee meetings per week, proving the model is achievable within the founder's current capacity. Designed the phased hiring plan: two senior hires for the September relaunch to take on delivery and client relationships, followed by sales support and junior analysts as the pipeline scales. The structural goal: the founder should only touch deals from discovery onwards, with prospecting and outreach owned by the team.
September 2026 Relaunch Roadmap
Created a month-by-month implementation roadmap from March through September 2026 covering process, people, technology, and brand milestones. The September relaunch is the moment when the Advisory service line goes to market with a documented sales process, live CRM, trained team, refreshed brand, and the founder positioned as the leading voice in the sector.
- A new Advisory service line designed from concept to market-ready, with a defined product, pricing, and client journey
- Flagship diagnostic product fully specified with five deliverables, three phases, and a prospect-facing one-pager
- Complete sales operating model covering coffee-to-cash process, pipeline stages, qualification scorecard, and deal velocity standards
- CRM architecture designed with automation triggers, proposal templates, and forecasting capability
- Multi-channel outreach system live for the first vertical, with a framework to replicate across new sectors
- Hiring plan and team structure designed to scale the Advisory practice beyond founder dependency
- Clear roadmap to September 2026 relaunch with defined milestones across process, people, technology, and brand
The Camigo engagement demonstrates something different from a typical sales process build. This was about creating an entirely new commercial arm for an established business: designing a product that did not exist, building the engine to sell it, and structuring the team and systems to scale it beyond the founder. It is also a clear example of the Zoroh method applied to a professional services firm rather than a product company. The principles are the same: diagnose the commercial reality, design the system, and build it so it runs without depending on one person.