Your next deals are already in your CRM, your calls and your documents.
We build and run the AI systems that get them out, and measure the lift on your own numbers.
For private lenders, funds and relationship-driven firms.
delivered
Before: the firm’s mass email blasts, each 100 emails or more, were delivering under 30%: fewer than 3 in 10. Some salespeople were under 1 in 10. After: even at about 1,400 emails a day (68,851 over 48 send days), our system got 92.63% delivered: more than 9 in 10.
16,744 people new to a 368,683-contact book, found and verified.
Built in-house at a private real-estate lender, in a full-time operating role — not a client engagement. 92.63% measured on 42,438 sends, Apr–Jun 2026. Before and after, not a controlled test.
Three ways to work with us.
Leak Audit
$3k–6k fixed, 10 days, on your own data; the fee is credited to the build.
Funds start with one LP call turned around in 72 hours, from $1k.
Revival Desk · Investor Desk
Revival Desk (operators): from $7.5k, then from $1.5k/mo. A daily ranked call list with a reason on each row, opt-out lists that only ever grow, delivery monitoring, a monthly results report.
Investor Desk (funds): DDQ answer library from $5k, LP-call packages, number-checked quarterly updates, a data video from $4k.
Custom automation
An embedded operator-engineer from $8k/mo for 1–2 days a week (3-month minimum), or fixed builds from $15k. You own the code.
Different process? Same method.
Start with a Leak Audit →A ranked call list, every morning.
Your own book, read in the right order. The name most likely to pick up sits at the top; the cold record sinks to the bottom. The rep opens it and starts at the top.
Most of the job sits upstream of this. Almost every investment property is held inside an LLC, so what lands on a rep’s screen is a company name, not a person — finding the human behind it, and a line that rings, is the work.
A walk-through, a diagnosis, a paid build, then we run it.
The same four steps for every engagement. We start with how your desk actually sells today, not with a technology plan — and you see the work prove itself on your own data before any monthly commitment.
We watch how your desk sells today.
Where the names come from, what a rep actually sees when one lands, what they do next, and where the day disappears. We have sat in that seat, so this part is fast.
We tell you where the process leaks.
Usually it is supply and follow-through: a rep gets a company name and no person, the good names sit buried under the cold ones, or the sending account is burnt and nothing arrives. No obligation, no slide deck to sit through.
We build the thing, not a requirements doc.
A short, paid build against your own data — a ranked call list, a clean and reachable book, an outbound sequence that lands — whichever the diagnosis said, running on your own contacts before any monthly commitment.
Then it runs every day, and you own it.
We keep it running and hand over documentation a non-engineer can follow, so the process outlasts the engagement — priced to a known cost per outcome, not to hours billed.
Same operator, two rooms.
Meetings, not activity.
Booking allocators and principals is the job we came up doing — for a $1B AUM growth-equity fund we went from about 5 qualified meetings per conference to 85 at the last one we ran, and carried RFPs and DDQs end to end. For an aviation asset manager we booked 9 institutional meetings in a single month, among them a €42B+ global private-equity firm and a $10B+ direct lender.
More live conversations, no new headcount.
Find buyers who actually fit, reach them with a reason to reply, and get an answer out of your own data in seconds instead of a week. One service-provider client saw a 223% year-over-year increase in executive meetings.
The receipts, told straight.
Two exhibits from August 2025 to August 2026, when we ran business development, marketing, sales systems and automation inside a private real-estate lender — an employed role, not a client engagement, and the firm stays unnamed. Efficiency only: we changed the cost and the quality of the supply that feeds revenue. We did not close the loans.
Before: the firm’s mass email blasts, each 100 emails or more, were delivering under 30%: fewer than 3 in 10. Some salespeople were under 1 in 10. After: even at about 1,400 emails a day, our system got 92.63% delivered: more than 9 in 10.
not just the blasts
Account-wide means all email on the firm’s sending account; the before bar covers 11,000,061 legacy sends. 92.63% measured on 42,438 sends, Apr–Jun 2026. Before and after, not a controlled test — the platform, the list hygiene and the sending pattern all changed together. Blocks 5.95% to 1.19% (5x lower); clicks 5.32% to 7.76%; bounces rose from 0.96% to 2.09%. Volume is lower by design: 68,851 emails to 49,300 unique addresses across 21 reps and 48 send days.
Named people who were not in the firm’s book at all — 16,744 of the 26,341 leads the pipeline found and verified.
“Supply is a process problem, not a budget problem.”
“Net-new” means no phone, email or name match against a frozen 368,683-contact CRM snapshot — a database-state claim, not a conversion claim. The defensible range runs 16,744–21,070 and the conservative end is quoted. Every count is a floor, recomputed only from files we could still access.
The plumbing under both exhibits: 108,934 addresses verified before send; 76,193 known-bad addresses (bounces, failed checks) permanently excluded; an 82,881-entry suppression state kept current, in which an opt-out classifier flagged 26,577 contacts that a keyword rule had wrongly blocked from email (their phone numbers were bad; they had not opted out of email); 253,233 CRM contacts segmented and enriched in 1.32 hours for $20.67 (accuracy not measured); and 64,388 of 97,928 people in the book (65.8%) tagged with a next step. 22 production systems in about ten and a half months, built by one person.
One person. Four functions. No engineering team.
Capital Catalyst is Bill Baumgarth. LSE MSc, Fordham economics cum laude, then institutional investor relations at a $1B AUM growth-equity fund — from about 5 qualified meetings per conference to 85 at the last one we ran, RFP and DDQ processes carried end to end. We carried the number before we automated it. In late 2022 we started teaching ourselves to build, and the distance between spotting a problem on a sales floor and shipping the fix went from quarters to days — that collapse is what you are buying.
From August 2025 to August 2026 we were on staff at a private real-estate lender as Head Operator — an employed role, not a client engagement — holding four functions on one seat: business development, marketing, sales systems and automation. We led the marketing function and its two staff. Nobody else in the building was technical: no engineering team, no code review, no CI, nobody to hand a ticket to. Twenty-two production systems in about ten and a half months, alongside the full-time commercial role.
One operator ran the outbound for 21 salespeople — 68,851 personalized emails across 48 send days, about 1,400 a day. We pulled a 368,683-contact book out of a CRM with no bulk export, triaged 253,233 of those contacts in 1.32 hours for $20.67 (accuracy not measured), flagged 26,577 contacts that a keyword rule had wrongly blocked from email (their phone numbers were bad; they had not opted out of email), and delivered 26,341 leads we can trace line by line — 16,744 of them new to that book.
Volume was the easy half. The firm’s mass email blasts, each 100 emails or more, had been delivering under 30%: fewer than 3 in 10, and some salespeople under 1 in 10. Our system sent about 1,400 emails a day, and 92.63% were delivered: more than 9 in 10. A wrong-number problem turned out to be two diverged copies of one matcher; we merged them and locked the result behind a 19-check regression harness. And we left behind 856,228 bytes of handover documentation, every operating guide with a code-verified technical twin, so the systems outlive the person who wrote them.
The seat was wider than the pipeline. We rebuilt organic social — roughly three times the engagement per post after a mid-May-2026 approach change — produced the creative and built the campaigns around it, all of it organic at zero media spend. We took over the company website, volunteered to host it, and maintained it. And we found a required state registration the firm had never held and flagged it the same day. Engagement is not leads, no social-to-CRM attribution exists, and we do not claim one.
Every count above is a floor, recomputed only from files we could still access, and we would rather say so than round up: our own later audit turned up a twenty-third production system the census had missed. The range is not the point. The point is that on your desk, the person who finds the problem and the person who builds the fix are the same person — so it gets fixed this month, instead of scoped this quarter and shipped next year.
Nick Belotti (Flyguynick)
A platinum-certified music video director with 22 director credits on IMDb, including NBA YoungBoy and DaBaby. He now works with us under an exclusive partnership to film corporate events: AGMs, investor days, conferences and launches. He shoots on site; we edit, add the data-exact charts and turn the day into a chaptered library, a highlight reel and short clips.
Show us how your desk sells today.
A walk-through, a diagnosis, a paid build, then we run it. We find where the process is leaking and scope it together.
Tell us where your desk is leaking.
A few lines is enough to start. This goes straight to our inbox — no scheduling tool, no funnel.