Hi Montgomery, I should have asked this more directly. How much control do you feel you have over revenue? Not cost. Not operations. Not delivery. Revenue. Which customers are growing? Which are slowing down or just stopped ordering? Where did the last few new customers actually come from? What came in from referrals versus something your team created intentionally? A lot of owners don’t have a clean answer because the system was never built to show them, and that’s usually where the revenue problem starts. Would it be worth talking through how you are tracking this today? Best regards, Gabe Draper Founder + CEO e: gabe.draper@factur-packet.com w: factur-packet.com To stop receiving emails, please reply with “remove me” in the Subject line. On 9/3/2026, 10:26:06, gabe.draper@factur-packet.com wrote: Hi Montgomery, Most owners have a good handle on the cost side of the business. They know where labor, materials, equipment, and overhead are moving. They can usually tell pretty quickly when margin is getting squeezed. Revenue is harder. A lot of it comes from timing, referrals, existing relationships, repeat customers, and whatever happens to come in that month. Some of that is valuable, but it is not always something you can control. Factur helps manufacturers make that side of the business more intentional. We help identify ideal-fit accounts, reach the right decision-makers, create qualified conversations, and strengthen the digital pieces that help turn interest into real opportunities. Would it be worth talking through how this could work? Best, Gabe Draper Founder + CEO Factur To unsubscribe, reply "remove."
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