The book · out now on Amazon

Silent Revenue Killers

The Everyday Losses Draining Your Profit

Thirteen ordinary patterns quietly draining revenue from companies that look perfectly healthy.

Each one named, each one costed with the arithmetic worked all the way through on a single example company, each one with a fix that doesn’t require buying anything.

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Silent Revenue Killers by Jeff Randall — book cover

"A lot of business books focus on growth strategies and scaling techniques. This book approaches organizations from a different direction. There will probably be moments where parts of it feel familiar in an uncomfortable way. I think that is part of what makes it useful."

Allen Padilla · CEO, The CSU Foundation · from the foreword

Why This One

Most business books tell you what to do. This one tells you what it is costing you not to.

Arithmetic, not adviceEvery chapter ends in a number about your company Not a framework and not a case study. A calculation you can run on your own records this week. You finish a chapter holding a figure about your own business.
One company, thirteen timesYou watch the same business leak in thirteen places No Apple, no Netflix, no founder origin story. Veridian is a $50M software company with 150 people, and every chapter works its arithmetic. By the end you have seen what thirteen ordinary losses do to one ordinary business.
True stories, including mineI am in most of them, and not always well A shoe store on a dead Tuesday when I was eighteen. A wall covered in sticky notes. A discount I watched slide for years and said nothing about. Every chapter starts somewhere real.

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

A page from it

The arithmetic arrives through a story.

Thirteen chapters, each ending in a figure. This is how one of them ends — the last page of chapter thirteen, unedited.

But I want to be careful about the word nobody, because it lets too many people off the hook. Including me.

Somebody always knew.

The rep knew, on at least a few of those deals, that the customer would have signed anyway. The manager knew this wasn’t one discount, it was the fortieth that quarter. Somebody in finance had watched the average selling price slide for years and could have said so in a meeting. I knew — I was the one with the spreadsheet, staring at a number that wasn’t a number, and it took me a long time to say it out loud to anyone who could do something about it.

None of us were blind. We were quiet.

Chapter 13 · The Discount Is the Profit

What's inside

The thirteen.

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.

01
Fictional PipelinesDecisions made on numbers nobody fully trusts.
02
Reactive FirestormsTime spent on recurring problems instead of the system creating them.
03
Busy Is Not the Same as WorkingInvisible underperformance, and the weight it puts on everyone else.
04
Stolen Productive TimeMeetings, interruptions and admin consuming the hours you pay for.
05
Overlooked TalentGood people screened out before anyone ever meets them.
06
The Path of Least ResistanceBadly built systems quietly teaching people the wrong behavior.
07
Unequal TerritoriesSame quota, completely different work behind it.
08
Customer NeglectRelationships that erode long before anyone churns.
09
Ideas That Never Make ItSignals arriving and dying before they reach a decision.
10
Legacy Processes Nobody QuestionsComplexity mistaken for necessity.
11
The Money Nobody Is WatchingSpend nobody checks, and revenue earned but never collected.
12
Too Busy to ImproveNo capacity left to fix what keeps causing the problems.
13
Unmanaged DiscountingThe price you charge drifting away from the price you think you charge.

How the costs are counted

Four kinds of loss, not one.

Every chapter tells you which kind you're looking at, shows you how to calculate it for your own company, and gives you a fix.

DirectMoney leaving that shouldn't be.
TimeHours consumed producing nothing.
OpportunityWhat didn't get done because the wrong thing ate the day.
CulturalThe hardest to calculate. Named in the book, and deliberately left without a figure.

One rule governs every figure in the book: two costs can be added together only if fixing one wouldn't also fix the other.

What A Chapter Actually Does

Chapter Eleven, Worked Through.

Every chapter names a pattern, tells a story about it, then works the arithmetic on Veridian — the same fictional company in all thirteen. This is the shortest of them.

Veridian$50Mannual revenue
People150employees
Sales20account executives
Churn14%a year

11 · The Money Nobody Is Watching — software nobody opens

Annual spend on software and tools$296,000 Seats being paid for412 Seats with any activity in the last ninety days213 Utilization51.7% Share of spend delivering nothing48.3%
Annual spend not delivering value$143,000

Then the part most books skip. Not all of it is cancellable this year — annual commitments, contractual seat minimums, and security tools nobody logs into by design all look like waste and are not. The chapter shows you how to split what stops on the next invoice from what has to wait for renewal, and tells you to report only the first as recoverable now.

Figures from the example company used throughout the book. Your version of this calculation takes about an hour and needs two exports you already have.

Free companion · no charge

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

Every calculation in the book is worked through on one example company. This file is those same tables — the example sitting in a grey reference column, and an empty column beside it for your numbers. Fifteen calculations across twelve chapters.

  • The tables exactly as printed. Nothing added, nothing reworded. If a table is in the book, it is in the file with the same rows in the same order.
  • A note on each tab saying where the input usually lives — which export, which report, who in the building tends to have it.
  • The example company’s figures kept visible so you can see what a filled-in version is supposed to look like before you start.
  • A summary that refuses to inflate. It applies the book’s own rule — two costs are added together only if fixing one wouldn’t also fix the other — so several chapter figures are deliberately left out of the total.
  • A tab listing what the file cannot see. Territory fairness, lost-deal reasons, line-item reconciliation, three-way retention, unbilled work. These need access to systems a spreadsheet doesn’t have, and the file says so rather than guessing.
Start HerePipelineManual workCamouflageSelling timeHidden workersRenewal compTerritoriesChurnLegacy processSoftwareTool underuseDiscountingSummaryWhat This Cannot See

Excel format. Works in Excel, Numbers and Google Sheets. Every figure in it is from the book’s example company — none of it is a real client’s data.

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 — there is no sequence behind this and nothing else happens.

Before You Buy It

Who This Is For, And Who It Isn’t.

Read it if

  • You run or report on revenue at a company between $10M and $100M
  • Someone has asked you to find another ten percent and you don’t know where it would come from
  • You suspect there is waste but cannot point at it, and guessing has stopped feeling responsible
  • You are willing to open your own records while you read

Skip it if

  • You are pre-revenue or still finding product-market fit — there is nothing yet to leak
  • You want growth tactics, campaigns or a sales methodology
  • You want pure narrative with no arithmetic in it. There are stories here, but every chapter ends in a calculation
  • You already have a RevOps function that costs everything it finds

Why it exists

I kept finding the same things in different companies.

Twenty years on every side of the revenue question — building a company's first sales performance reporting, carrying a number, running an inside sales team, then running the analytics function that told a combined company whether any of its numbers were real.

Every time, someone would ask a straightforward question and it would take days to answer, and the answer would be soft. The money was never hidden. It just wasn't anyone's job to find it.

Certiport · TestOut · CompTIA

And the practice

The book is where the method came from.

Writing it forced the pattern into an order — what has to be established before anything else can be believed, what can be measured, and what can actually be changed in time to matter.

That order became the way I work with a client. The book isn't marketing for the practice and the practice isn't built around the book. They're one argument: written down, or run on your numbers.

If you have read it and want it run on your own numbers, that is the practice, and the first step costs $5,000.

Get In Touch See How It Works

Get A Copy

It’s On Amazon.

Paperback and Kindle. If you read it and want the same method run on your own numbers, that is the practice — and the first step is $5,000.

Buy On Amazon Talk To Me About The Practice

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