From knowing the craft to learning how to grow: BR One’s 50% annual revenue growth

When BR One joined The Consultancy Growth Network (TCGN) it was already a credible, growing consultancy. The challenge was not lack of expertise, it was knowing what to do next.

As Co-Founder, Sanjay Limbachya put it, the main growth challenge was simply “not knowing what we needed to do”. The business had already grown to almost £1m annual revenue and knew it wanted to take the next step, but “how do we get there?” was the question. “We knew we needed outside help” he said.

That is what first drew BR One to TCGN. After hearing about the Network through a recommendation and attending an event, Sanjay says what stood out immediately wasn’t theory or hype. It was being in a room with other consultancy owners who genuinely knew what they were talking about and were tackling the same growth problems.

Sanjay comes from a consulting background, but said “when it comes to running a business, that’s a whole different ball game” and most business advice simply doesn’t apply for consultancies. TCGN did. He said, “that for me is like gold dust”.

BR One had only been a member for a few months. But even in that short time, the impact was already becoming visible, not through one dramatic change, but through sharper thinking, better decisions and more confidence about where to focus.

The shift: getting serious about value proposition

For Sanjay, the first real breakthrough came around positioning.

“The first change we made after we joined was get serious about our value proposition” he said. Like many consultancies, they thought they had one, but Sanjay soon realised it wasn’t strong enough to support their sustainable growth ambitions. What BR One had previously treated as a fairly familiar business concept turned out to be much more important, and more commercially consequential, than they had realised.

After going through TCGN’s Maturity Assessments, Sanjay and his business partner took a harder look at the business and saw a gap. “When we’re really honest with ourselves, we realise that we’ve got a gap here. We really need to think about this for the sustainability and growth of our company.”

That became an important turning point. Instead of relying on general ideas about USPs, BR One started thinking much more clearly about the value it creates, how that value should be expressed in-market and what kind of company it wanted to become.

Sanjay described that as a genuine ‘aha’ moment. “One of the first things someone said in the Network was that unique selling points are unique to the client… what you need to be focused on is your value proposition. And I thought, wow… I’d never thought of it like that.”

Turning insight into action

That clarity has already started to change how BR One operates. Sanjay said he valued that TCGN focuses on “practical support, not just ideas”, including access to an Account Manager who actively signposted, made introductions and gave feedback on proposals, founder‑level advice on complex commercial situations, including contract negotiations and “the Growth Experts who’ve already built and sold their businesses, so they’ve already made the mistakes. So, learning from these people is invaluable”.

Internally, the team has adjusted its meeting and governance structure. Commercially, it has started rethinking proposals and pricing so they are built more around client value. Sanjay says that Blair Enns’ pricing workshop in particular “blew my mind” and changed how he now approaches deals.

“Now every deal that we put together, I’m thinking value for the client first, not just for us,” he said.

Another TCGN session on productisation also had an immediate impact. Shortly afterwards, Sanjay reworked part of a proposal using ideas from the session and received strong feedback from a partner.

For Sanjay, that kind of practical guidance is where the network has proved most useful. “It just gives us more direction in terms of what we need to be doing strategically,” he said. The assessments “hit the nail on the head” and helped BR One focus on what matters most.

Building towards the next phase

The bigger story here is not that BR One has finished transforming. It is that the business now has much more clarity on how to grow.

By the end of this year, BR One expect to reach £1.5m, a 50% increase. And Sanjay credits TCGN in the role it’s playing in that journey.

“The biggest thing that we get from the Network is guidance and a network of people that are in the same boat,” he said. “The network of people is brilliant!.”

For BR One, the value of membership has not been abstract; “It’s really cost effective in terms of what you get out of it”. Through their membership they now have: clearer positioning, stronger commercial thinking, better-informed decisions about how to scale and increased revenue.