01 The operating model
Most companies buy growth in pieces, and nobody carries the number. Codax replaces the pieces with one department, led by one person who does.
Before
Buying growth in pieces
With Codax
One growth department
One growth lead owns the qualified pipeline number and moves budget between channels within the quarter.
Nothing runs until the business has been studied and the plan agreed. Execution follows the evidence.
The account list is agreed with sales, pipeline is reviewed account by account, and every positive signal reaches sales the same day.
Exhibit 1. How the model differs
| Buying growth from vendors | The Codax growth department | |
|---|---|---|
| Who owns pipeline | Each vendor reports on its own channel | One growth lead owns qualified pipeline |
| Where strategy comes from | The client, or nobody | A month of assessment inside the business |
| How budget moves | Fixed retainers, channel by channel | Between channels, to what converts |
| Sales involvement | Leads passed over a wall | Account list agreed with sales, signals routed the same day |
| Reporting | A monthly deck from every vendor | One live dashboard of pipeline by account |
| Specialists | Found, briefed and managed by the client | Brought in and managed by Codax |
| Attention | An account manager across many clients | A growth lead carries three to four clients at most |
02 Signal-Based ABM
Not a list and an intent-data feed. Signal-Based ABM reads everything the business and the market are telling you, and decides strategy and execution together from it. It is how Codax knows, within a month, what to fix, what to build on and what to test.
Exhibit 2. Every signal, read into one model
SIGNALS INSIDE THE BUSINESS
Revenue, deal by dealWhat sales hears and loses toProduct users inside accountsWhy customers boughtWhich channels work, and whySIGNALS IN THE MARKET
Who is researching the categoryAccount engagement by channelIntent, from search to AI answersCompetitor movesWhere attention is headingExhibit 3. The loop
The signals decide the strategy. The strategy decides which functions run. The functions produce new signals. Run continuously, that loop is why results keep coming rather than arriving once.
Exhibit 4. From a market to a closed account
The model narrows the market to the accounts worth working, then moves each one from first engagement to closed revenue, with sales seeing every step.
03 The five phases
Five phases that overlap by design. Fixing starts while the assessment is running, and tests start before the build is finished. The timings are typical, and they compress when the foundation is already strong.
Exhibit 5. A typical engagement, by month
For the agentic AI healthcare firm, Assess, Fix and Build ran inside two months because much of the foundation was already in place.
A month inside the business before anything is sent. Revenue deal by deal, interviews with sales, delivery and customers, buying-committee maps, a competitor review and a full technical audit.
You receive
Repair what blocks demand: site, brand, executive presence, CRM and lead definitions, sending domains, tracking and collateral.
Site score after the fix
From the work, cybersecurity services firm. Visitors up 79 percent.
Turn the proof a company already has into assets. Most B2B firms are better than their market can see, and Build closes that gap.
Proof turned into assets
Every channel starts as a controlled experiment against the agreed account list, for four to six weeks, before budget follows. Decisions are taken in the monthly pipeline review.
Winners against control, from the work
qualified pipeline from outbound in seven months, agentic AI healthcare firm
Budget and volume move to what converted. Events are added on top of channels that already work, and the growth lead carries the number quarter after quarter.
Yearly qualified pipeline, cybersecurity services firm, USD
Nothing is sent until the foundation can carry it.
Nothing is scaled until a test has shown it converts.
04 A sample engagement
How an engagement opens for the company Codax meets most often: a strong business built on referrals, barely visible to buyers who have never heard of it.
Exhibit 6. Thirteen weeks, with two decision points
◆ marks a decision taken with leadership in the room.
Week 1
CRM, analytics, site and sending tools opened up. Interviews booked with sales, delivery and five customers.
Weeks 2 and 3
Two years of revenue analysed deal by deal, sales calls reviewed, buying committees mapped and a full technical audit.
Week 4
A working session with leadership: everything found, the repair list, the first account list and the plan, agreed in the room.
Weeks 5 to 8
Service and industry pages rebuilt, domains warmed, the founder profile rewritten, CRM stages live and the first case study in production.
Weeks 6 to 10
Founder-led LinkedIn and email to one segment, each test with a hypothesis, a control and a four to six week window.
Weeks 11 to 13
What converted, what was cut and where budget moves next, with the account list refreshed alongside sales.
What leadership holds at day 90
05 Governance
Decisions are taken with leadership in the room, account by account, on the same numbers every time.
Exhibit 7. One quarter of the operating cadence
Daily
Growth lead, delivery team, your sales team
Positive replies and signals routed to sales the same day
Monthly
CEO or CMO, growth lead, sales lead
Account engagement, the next action per account, test results, what to scale or cut, budget moves, list changes
Quarterly
Leadership and growth lead
Pipeline and ARR against target, and the plan for the next quarter
Exhibit 8. Five definitions, written down and signed off before the first campaign
Written down before the first campaign, so nobody argues about what counts. Outbound, content, events, pipeline and ARR then sit in one view, and every meeting uses the same numbers.
One dashboard
Shared with sales and leadershipSample view, built from the cybersecurity services engagement at month 12.
Yearly qualified pipeline
Start, months 6, 9 and 12
Accounts deeply engaged
Several interactions and a meeting with the committee
In qualified pipeline
35 of 61 engaged accounts
How deals were reached
Average touches before the first call
8 in 10
Opportunities touched by three or more channels
Median from first touch to first meeting
06 Your side of the work
A department only works if leadership is in it. This is what Codax asks for. The rest is Codax.
1 hr a week
Priorities, sign-off on the account list and messaging, and a seat at the monthly pipeline review.
1 to 2 hrs a week
Their name goes on outreach and their voice goes into content, captured from recorded interviews.
1 hr a week
A review of technical content, so everything published holds up in front of an expert buyer.
The method, in practice
The same five phases, run for two very different firms.
Cybersecurity services firm
Yearly pipeline from $548K to $2.2M in twelve months.
Yearly qualified pipeline
Agentic AI healthcare firm
$1.02M ARR closed from LinkedIn and email, channels that had produced none.
ARR closed in seven months
FAQ
Signal-Based ABM is the Codax operating model. We read every signal inside your business and in your market and turn them into one strategic and executional model. It is a way of deciding what to do, not an intent-data feed.
The assessment takes the first month. Scaling typically starts from month five, once tests have shown what converts. The department then keeps running on its monthly cadence.
Then the phases compress. The assessment shows what can be skipped. For the agentic AI healthcare firm, Assess, Fix and Build ran inside two months.
An agency sells a channel or a campaign. Codax runs the whole department under one lead who carries the pipeline number, with your sales team in the room.
Codax brings in a partner or vendor it already works with, under the same plan, calendar and dashboard. The growth lead briefs and manages them, and partner costs are agreed in advance.
Start here
Phase one is a one-off $2,500 for the assessment and plan. Findings are shared in full, with a prioritised repair list, before anything else is agreed.
