Cases II Fluyenta
Thirty-nine people. Two-point-four million in burn. Fifteen days to fix it.
Fluyenta
The Receipts
Aggregate outcomes. IP boundary respected.
3×
Average deal size — buyer-centric Plays replaced feature pitches
−40%
Sales cycle — Discovery rebuilt around procurement reality
→
Burn cut in fifteen days · surgical restructure · 39 → 24 people
+
Documented value generated · auditable through the cycle
A company selling on feature parity while the burn ate the runway.
Fluyenta was a B2B SaaS company in trouble. Burn was high, the revenue motion was selling on feature parity instead of buyer value, and the team structure didn't match the runway left.
Brought in as COO to execute the turnaround. The contract is non-exclusive (Sections 1.1, 15.4). Brainz IP predates the engagement.
IP boundary note: this case study is public-safe — aggregate outcomes only. Specifics live behind NDA.
The team learned a new build cadence. They ship more than before, with the same headcount.
Outcome · Fluyenta · Q1 2026 turnaround
Cut. Rewire. Build. Certify. Hand off.
-
I.
Restructured the company in fifteen days.
39 → 24 people. Burn →. The cuts were surgical, not across-the-board — keep the people who ship, let go of the structure that doesn't.
-
II.
Rebuilt the revenue motion buyer-side.
Stopped pitching features. Rebuilt the Discovery question bank around the buyer's actual procurement context. Average deal size 3×. Sales cycle −40%.
-
III.
Built Axon with SPARC + Claude.
Shipped a new AI product surface using the SPARC methodology paired with Claude. The team learned a new build cadence in the process — they ship more than before with the same headcount.
-
IV.
Certified the team on the new motion.
14-person revenue rollout. Manager certification installed. The test isn't whether the playbook works for me — it's whether the team can re-run it without me.
-
V.
Transitioned to Head of Innovation.
Role changed April 22, 2026 — strategic re-positioning. The operational turnaround was complete; the next chapter is product and innovation leadership across the platform pillars.
The cuts were surgical, not across-the-board — keep the people who ship.
Operating principle · Day 1 of the turnaround
Half the burn. Triple the deal. A team that ships.
-
3×
Average deal size — buyer-centric Plays replaced feature pitches
-
−40%
Sales cycle — Discovery rebuilt around procurement reality
-
39 → 24
Headcount restructured in 15 days · burn →
-
+
Documented value generated · auditable
-
14
Person revenue team certified on the new motion
What it runs on. Who runs it now.
- Salesforce
- HubSpot
- Outreach
- SPARC methodology
- Claude
- Custom revenue analytics
— end of chapter II —
Fluyenta
Engagement led by Brainz · Fluyenta
Same loop. Your team next.
If this pattern fits your room, let's have a conversation.
A single discovery call. Then a written, scoped Companion engagement — or a clean no, with notes on what we saw.