This course contains the use of artificial intelligence.
Most companies do not have a growth strategy. They have a growth target, and a hope that everyone will try harder to reach it.
Trying harder works once. After that you need machinery, and machinery is built rather than motivated.
Why growth stalls at a predictable point
Marketing generates leads and sales calls them unqualified, because nobody has written down what qualified means. The best salesperson is the one who was best at selling, promoted into managing five people they now coach entirely by instinct. Compensation was copied from a previous employer and now quietly rewards the wrong behaviour.
Then volume rises, the processes that carried the smaller company buckle, and the fix is more people — which is how a growth problem becomes a cost problem.
Demand, and the team that converts it
Forty-four lessons. Eight on marketing leadership: a fourteen-day audit, competitive diagnosis including a competitor’s unit economics, strategy with 4P, STP and Ansoff, budget defence with CAC, LTV, ROMI and CLV, the brand plan, the digital funnel with attribution, department structure, and an AI roadmap.
Then sixteen on building a sales organisation — the largest block, and the one most growth courses skip entirely. Hiring against a scorecard, five traits that predict performance, sourcing and outreach, the first hire, onboarding, a training programme built around how buyers actually buy, BANT, metric-based coaching, compensation design that produces the behaviour you intended, growing first-time sales managers, the lead flywheel, scoring and the buyer journey matrix, the SLA with marketing, sales technology, structured experiments, and what is changing in how buying happens.
Connecting it, and carrying the weight
Then six on revenue operations, which is where the two functions stop arguing: the end-to-end funnel from lead to retention, where revenue leaks, internal SLAs, a metric system tied to the profit and loss, CRM as a single source of truth, AI forecasting, and a ninety-day rollout you can sell upward.
Then eight on operations, because growth breaks the processes underneath it: why the function is needed past fifty people, mapping and knowing where not to formalise, input and outcome metrics with owners, bottlenecks and waste, operating rhythms, managing chaos during scaling, and the tooling.
And six on workforce planning: FTE, gap analysis, demand forecasting with extrapolation and Delphi, role design, workload analysis, optimisation through automation and outsourcing, and end-to-end cost-benefit. Growth that ignores headcount economics simply relocates the problem.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals — companies that grew fast enough for every one of these machines to be tested.
What is included
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Lifetime access to all course materials
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Active instructor support in the Q&A section
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Udemy Certificate of Completion
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Practical assignments and real business cases
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A section with additional courses, tools and resources
One diagnostic
Ask your marketing lead and your sales lead, separately, to define a qualified lead. If the definitions differ, no amount of additional spend at the top of the funnel will produce growth, and that gap is where this course starts. Enrol now and start the first lesson today.
