Your pipeline may look healthy
and still miss plan.

I built ETHUM because I kept seeing the same pattern across every company I ran or advised — a B2B business with a solid product, a motivated team, and a revenue plan that looked right on paper until the quarter ended and the number wasn't there.

The problem was almost never effort. At Wallex, I watched a sales team work hard while the pipeline sat under S$100,000 — not because of poor execution, but because nobody had built the signal and coverage layer that tells you who is actually ready to buy. Within months of fixing the architecture, the pipeline grew to S$10 million and the company closed its largest quarter in history at S$122 million in transaction volume.

That same pattern — healthy-looking activity masking a structurally fragile revenue plan — appeared at every company I turned around. At I-Technology Recruitment, the business was weeks from bankruptcy not because revenue was zero, but because the growth math was broken and nobody had quantified where the leakage was. We grew 400% in 18 months once the architecture was fixed. At JM Gemini, I led a team of 240+ across China and increased sales 22% in year one — again, not by adding effort, but by identifying the specific structural gaps the team was working around without knowing it.

The Revenue Plan Stress Test is the engagement I wished I could have run on day one of every turnaround. It surfaces the hidden structural risks before they become expensive — the conversion assumptions built on the wrong quarter, the pipeline concentration nobody tracked, the growth math that only works if every variable hits simultaneously.