The dashboard is where you feel it. It's rarely where it started.
Accounts leaving for reasons nobody can name.
Deals that stall late and come back as a price conversation.
Good sellers going somewhere else.
A forecast that only works if two people have a great quarter.
Sometimes there's something behind it. A new financial target, a market shift, new investors, a leader with a different view. All of those change the plan, and the plan is usually right.
Just as often nothing dramatic happened at all. The business grew, the market moved underneath it, and the way you sell never got rebuilt on purpose. Nobody schedules that.
Every shift asks your team to sell something they haven't sold before.
A different customer. A bigger deal. The same service at a price you have to defend.
More often than not it gets underestimated, because the first fixes you reach for are reasonable ones. A better CRM. A stronger seller. A lead generation push. A training for the team.
A better CRM
The process it ran on never changed.
A stronger seller
None of what she does got written down.
A lead generation push
Same conversations, further up the funnel.
A training for the team
No rhythm to hold it once the room emptied.
All four, together
The system moved, so the gain stayed.
Swipe the panels sideways.
Growth is decided in the boardroom. It's earned in the field.
One fix buys a quarter. Growth holds when all four move together.
The strategy. How deals actually get run. The managers coaching to it. The skills your sellers use in front of a customer.
Move all four in the same direction and the growth stops depending on who shows up.
It isn't fast, and it's the only version of this I've seen hold.
Holly LaBoda · Founder & Chief Growth Officer
Four things I see over and over.
Margin gets given away quietly. A seller squeezed between what the operation needs and what the customer will accept, with no authority to move either one, takes the hit rather than escalate it. Nobody decided that account should run that thin. It just ended up there.
Your best people learned to sell by watching. They came up through operations, they're good at it, and none of it was ever written down. When they leave, it leaves.
The relationships are real, and they belong to individuals. Fine until someone retires, or a buyer changes, or a competitor hires them.
Rate pressure gets blamed for losses that were decided weeks earlier, in how the deal was opened.
Everything on the market is one layer. Formula L⁴ is the assembled version.
A training company sells curriculum. A tech vendor sells tooling. A strategy firm sells the plan. Somebody who ran a sales org before sells judgment.
All of those are real. Every one of them is a layer. Nobody sells them assembled.
So you buy a layer, it works where it touches, and the layers you didn't buy pull it back. That's not a failure of what you bought. It's what one layer does.
Scroll the diagram sideways on a narrow screen.
The diagnostic, the operating model, the leaders and the sellers, on a platform built for this industry so it keeps running after we're gone.
Built from the inside of this industry, over and over.
The instruments are ours. So is the competency model underneath them, the curriculum, and the operating model itself. None of it is licensed or adapted from another industry. It was built hand to hand with logistics companies and revised every time one of them taught us something.
Formula L⁴ was founded by Holly LaBoda, who has spent her career as the sales leader's right hand rather than the sales leader.
Built with every kind of logistics business. You'd be in good company.
Brokerage, asset-based, warehousing, rail, freight-tech, distribution. A sample of who, and two of the results.
Every account in the program grew at least 30%, in nine months.
Participants attributed 72% of that growth to the program. All nine competency areas improved.
Inside 60 days, before anything had formally launched.
Leaders were already using a shared definition of the sales process to reset expectations, guide CRM decisions, and have sharper development conversations. Defining it was the intervention.
The issues are complicated. Getting started isn't.
Three steps toward more predictable growth. Each one is useful on its own.
Growth Review
You'll leave with a clearer read whether or not we work together.
Momentum 60
We take the one shift that matters most and move the whole system around it, so you can see how the rest would work before you commit to it.
Partnership
The full build, run alongside your team until it runs without either of us.
Where is the business going, and what has to be true for your team to get it there?
That's the whole conversation. Thirty minutes, no prep, no pitch.
Take the Alignment Check. Seven minutes, no email needed to see your result.
Logistics · Supply chain · Distribution · $50M–$500M