Things founders ask before an engagement.

Most engagements are seed through Series C, with a heavy concentration at Series A and B — the stages where founder-led sales has hit a ceiling and the team needs a real motion. We'll also take on later-stage work for specific deal sprints or RevOps fixes, but rarely full rebuilds.

No. Bayshore is exclusively healthcare. The reason we move fast for our clients is fifteen years of buyer-side scar tissue across IDNs, plans, post-acute, VBC, and AI-native digital health. That edge disappears immediately if we're ramping on your category — so we don't.

Often the right time, actually — pre-revenue is when ICP, positioning, and procurement design are easiest to fix. We typically run a project-based GTM advisory or AI-native GTM design engagement at this stage rather than a fractional BD retainer.

Yes — usually as a project (deal sprint, RevOps, or healthcare GTM advisory) rather than a retainer. We won't do anything that undercuts your VP. The most common pattern: a VP wants outside help on a specific buyer or procurement cycle and we run alongside, not over.

Software, AI/agentic platforms, virtual care, care-in-the-home, clinical workforce, employer-benefit, and value-based-care contracting infrastructure. We've also done payer-pursuit work for diagnostics and devices, but that's less of our daily diet.

Diagnostic engagements typically kick off within two weeks of contract. Full embedded rebuilds are usually a 3–4 week ramp. We hold one engagement slot open per quarter for time-sensitive deal sprints — ask if you're chasing a specific procurement deadline.

Yes. We'll also send you a one-pager on the firm, references from three founders we've worked with, and a sample diagnostic deliverable so you know exactly what you're buying.

Thirty minutes. We listen for the first ten — what you're trying to do, what's stuck, what you've already tried. The middle ten is us being honest about whether we've solved a similar shape of problem and how. The last ten is a clear yes/no on fit, plus what an engagement would look like if it's a yes (or who else we'd point you toward if it isn't).

Limited carve-outs only. Because we cap at two engagements at a time, true conflicts are rare — but for direct buyer-overlap situations we'll write a written carve-out for the duration of the retainer. We won't agree to category-wide exclusivity beyond that.

Project work is fixed-fee against scope. Fractional retainers are monthly with a 12-month minimum. Deal sprints are flat-fee plus a closed-won kicker. Pricing tracks roughly to the cost of one VP Sales hire — we're explicitly cheaper than the wrong full-time hire, and explicitly more expensive than a junior consultant.

For early-stage retainers, sometimes — typically a hybrid of cash and warrant coverage. We're operators with conviction, not a fund, so we'll only do this when we'd be willing to write a check ourselves.

A defined percentage of contract ACV, capped, and paid only on actually-signed deals during the sprint window. The intent is alignment, not a windfall — we want a portion of our fee tied to whether we actually closed it. Specifics get negotiated by deal size.

We do a thirty-day no-questions-asked exit on every engagement. If we're not earning it, you shouldn't keep paying for it — and we'd rather know early so we can refer you somewhere better suited.

Yes for retainers — domestic travel for kickoffs, key pursuits, exec-sponsor meetings, and board prep is rolled in. For project work and sprints, we either include a fixed travel budget in scope or pass through at cost; you choose.

Tampa, with regular travel. We travel for material moments — kickoffs, key pursuits, exec-sponsor meetings, board prep — and we work remotely with your team the rest of the time. Travel is included in retainer pricing.

Adam or Mike, personally. There are no associates. The same person who pitches you closes alongside your team. The trade-off is we cap engagements at two at a time — see the team page for why.

Every engagement has 3–5 written success metrics scoped at week zero. Always quantitative, always pulled from your system of record (CRM, board reporting), and always a mix of leading indicators (pipeline coverage, stage-conversion) and trailing ones (closed-won, cycle time, ramp-to-quota).

Honest answer: no — anyone who guarantees enterprise B2B sales outcomes is selling something else. We do guarantee process: defined success metrics, a 30-day no-questions exit, transparent pipeline reviews, and the closed-won kicker on sprints. If we're not moving the metrics, the misalignment is by design our problem.

A written final playbook, a working CRM and forecast model, a hiring scorecard for the team you're keeping, and a board-update narrative that summarizes the engagement. Plus thirty days of "as-needed" Slack access post-handoff for follow-up questions, included.