45
30%
6-8
WKS OF PIPELINE VISIBILITY
Everything they tried worked sometimes. Nothing worked predictably.
Titus Talent Strategies had earned a place on the Inc. 5000 list of fastest-growing companies seven years in a row. That kind of consistency does not happen by accident. Their team was exceptional. Their clients were loyal. Their head of revenue was talented and full of ideas.
And then growth stopped. For three years, the company sat flat. Not collapsing. Not declining catastrophically. Just stuck. For a CEO who lives to build, that kind of plateau is corrosive. Every quarter you cannot move forward chips away at the confidence to keep investing.
Titus tried everything. Trade shows. Events. Trips and incentives. Referral programs. Channel partnerships. Many of those things worked. Sometimes. The problem was that none of it was predictable, and almost all of it was outside their control. Their best results were built around individual personalities, not a system. And you cannot forecast personality.
"Everything we tried felt like two steps forward, one step back. It just wasn't at the pace or predictability that I wanted."
Jonathan Reynolds, CEO, Titus Talent Strategies
The first two months were the hardest. Then the data turned.
Jonathan researched Outgrow the way he makes every major decision: carefully. He had seen too many programs promise results and deliver only personalities. What ultimately moved him was a person he trusted standing behind the system. He signed on, still skeptical, but willing to do the work.
The first two months were humbling. Revenue had not turned. Jonathan watched the data every week, wondering if this was the system that would finally break the pattern, or just another bet. The temptation to ease up was real.
What kept the team in the work was Mari Tautimes, their Outgrow Advisor. Jonathan describes Mari as a professional health coach who shows up in his garage every week, watching the team’s form, adjusting their approach, telling them exactly what to do next. But her job in those first months was not only tactical. It was emotional. She kept the team inspired and the energy up, even when the lagging revenue line had not yet caught up to the leading actions underneath it.
Then the data turned. The line that had been climbing slowly shifted. Jonathan stopped wondering whether the system worked.
"She is like a professional health coach coming alongside. Three times a week she is right there saying things like: adjust your form here. If you do this ten percent more, you are going to get this much yield. And every single time, it works."
Jonathan Reynolds, CEO
Sales was not a department anymore. It was everyone.
01
Forty-five people became one growth team
Sales. Account management. Shared services. Forty-five people in roles that touch the customer every day became Outgrowers. Outgrow gave them the cadence, the tools, and the structure to make proactive growth part of their week.
02
Hands went up that did not have to
For some roles, participation was already part of the job. For others, Jonathan simply asked who wanted to be part of the growth. A striking number of hands went up. People who had never thought of themselves as part of revenue wanted in.
03
The Monday huddles became something to look forward to
Sales used to be over there. Account management was over here. Shared services was off in its own corner. Outgrow broke the walls down. Staff who had spent years quietly doing their jobs started showing up on the leaderboard, in the huddles, and in each other’s wins. They saw their contributions matter. And that changed what Monday morning felt like.
"Our entire team feels their contribution matters. The reward of that contribution is shown and recognized by everybody. That cultural shift has been beautiful."
Jonathan Reynolds, CEO
The CEO did the work too. The team noticed.
Jonathan did not stay above the work. He showed up on the leaderboard, sat in every weekly huddle, and talked about Outgrow with his team constantly. When his people looked up to see who was watching, they saw their CEO doing the reps right next to them, every week.
This is not a detail. It is the difference between Outgrow taking root and Outgrow becoming another well-intentioned initiative that quietly fades. The CEO sets the temperature. When he is in the work, the team is in the work.
The team did not need to be told the system mattered. They could see it on the leaderboard, next to Jonathan’s name.
“The temptation to ease up is real. Some weeks I think, I cannot keep up with my Outgrow activity. But here are my minimum reps. So I do them.”
Jonathan Reynolds, CEO
Growth came back. And this time, they could forecast it.
Month by month, the line kept climbing. The proactive actions taken in month two started closing in month four. By the six-month mark, a company that had been flat for three years was on its strongest growth trajectory in years.
Jonathan watched the trajectory shift and asked himself the question every skeptic eventually asks: is this a fluke? Then he watched it happen again the next month. And the next. The pattern was no longer coincidence. It was a system delivering on cue.
"It got to the point after six months where I know: if I do this, this is going to happen. There is no question about it."
Jonathan Reynolds, CEO
Peace of mind replaced the strategy of hope.
For three years before Outgrow, Titus ran on hope. Hope the next trade show would work. Hope the right hire would unlock things. Hope the new initiative would stick. The team worked hard. Jonathan could not see what their work would produce.
That has changed. The leading indicators give him line of sight. The compounding actions give him a forecast. Jonathan decides where to invest, who to hire, and how to grow with confidence. Not just hope.
But the deepest transformation is not in the dashboard. It is in the way the company is run, and the way it feels to work there. Confidence in what is coming. Optimism about the next quarter and the next year. Positivity in how the team treats each other and their customers. Enthusiasm that compounds week after week. This is what Outgrow installs underneath the revenue line.
"There is so much hope prior to this. 'I hope this works.' But now I know what is going to happen in the next six to eight weeks. Confidence. In the investments we are making. In what the rest of the year is going to look like."
Jonathan Reynolds, CEO, Titus Talent Strategies