Two engagements.
Real numbers.
Amla Spa Group
Amla Spa Group came to us at a plateau. Three locations, strong reputation, high utilization, and flat revenue. The issue was not their service quality. It was that their pricing, operations, and online presence were not structured to capture the value they were already delivering.
Engagement scope
- Full Revenue Diagnostic
- Pricing Architecture Redesign
- Booking System Overhaul
- Partnership Program Build
- Google Reputation Recovery
- Staff Upsell Training
Revenue growth
Year 1
Revenue growth
Year 2
New partnerships
Secured
Booking errors reduced
Operations
Google review score
Up from 4.2
The Diagnostic findings
The audit revealed three primary leak points. First, their entry-level treatments were priced 22 percent below competitors with inferior facilities, suppressing overall price perception. Second, their online booking flow had six unnecessary steps between intent and confirmation, creating a 45 percent drop-off rate. Third, their Google Business profile had 38 unanswered negative reviews suppressing conversion from search.
None of these were visible to the team because each individual issue appeared small. The compounding effect was significant.
What we built
We redesigned their full pricing architecture with a four-tier structure aligned to their actual cost and value delivery. The booking flow was rebuilt to three steps. We developed and executed a review response strategy over 90 days, recovering their rating from 4.2 to 4.6.
The partnership program was the highest-impact element. Seven corporate wellness partnerships were activated in the first year, providing a predictable B2B revenue layer that had not previously existed.
“Sohom has been our growth partner for over two years now. He's practically part of our internal team. Our monthly revenue has grown 46% in the first year.”
Jim Sutherland
Partner, Amla Spa Group
Tony Meechai
Tony Meechai is an executive coach with 15 years of experience and strong informal referral traffic. The problem was invisible: his positioning was too broad, his pricing was referral-calibrated rather than value-calibrated, and he had no systematic way to capture demand beyond personal relationships.
Engagement scope
- Positioning Audit
- Offer Architecture Redesign
- Content & Authority Strategy
- Book Launch Framework
- Investor Positioning
Coaching enquiries
Increase
Book waitlist
Pre-launch
Investor conversations
Initiated
The positioning problem
Tony's existing positioning described what he did, executive coaching, rather than the specific outcome he reliably produced. This is extremely common in professional services. It means he competed on price with coaches who were less experienced, rather than commanding a premium for specific, documented outcomes.
The diagnostic identified three specific case studies where his coaching had directly contributed to a client's business expansion. None of these were visible in his public positioning.
The rebuild
We rebuilt his offer architecture around a specific, deliverable outcome rather than a service description. His book, which had been a personal project, was repositioned as a lead generation and authority mechanism. A structured pre-launch strategy produced 270 waitlist sign-ups before the manuscript was complete.
The revised positioning opened three investor conversations for a coaching platform he had been developing, an asset that had been invisible under his previous positioning.
Your results start with the Diagnostic.
15 days to understand exactly what is holding your revenue back.