Your company grows faster than your org chart does
Your next ten million does not need a new org chart. Beacon works out what your target demands of every team, staffs most of it with agents the week you switch them on, and tells you which seats still need a person. Your growth stops being tied to your hiring.
Beacon works out the capacity every growth target needs
You give Beacon one number and one date. It works backwards from there — to what every team has to deliver, and then to how much of that a person has to do. Sales always had a number. Beacon gives one to every other team too.
Illustrative
That is where the number in this page comes from. Not an assumption — the output of a lifecycle that runs on every team, against whichever target is sealed. Capacity, priced in revenue · the lifecycles it runs on.
Beacon does not wait two quarters to start working
Everything a company could newly do used to wait on someone being found, hired and brought up to speed to do it. Beacon is the first thing on that list that does not. Here are both, on the worked company's own dates.
Same picture, twice, so the difference is structural rather than decorative. Beacon is carrying real work in the week the job advert would still have been open — which is the whole reason the next section is possible.
Beacon breaks the link between growth and headcount
Two versions of the same company, both committed to $52.0M by 31 December 2027. One of them has Beacon. The other has to reach that number the way every company always has — by hiring the capacity it needs. Three readings of the same eighteen months.
Two companies, one target, two very different org charts. Until today the lines are one line. After it, one company keeps hiring to buy capacity and the other switches it on.
Illustrative · hover or focus any point
Beacon lifts what each person carries from about $170k to about $234k. That is the same claim read from the other side: without it, the only way to a bigger number is more people, so revenue per person stays exactly where it has always been.
Illustrative · hover or focus any point
The round is priced by the metrics you can show in the window, and waiting on hires is what makes you miss it. Same company, same $30M, six months apart — and the difference is not interest, it is ownership.
The same $30M round, and your stake is worth $34M more. Two more points, taken at a lower price — higher revenue, but the multiple fell further than the revenue rose.
Beacon staffs the layer you never have to build
Beacon tells you to hire twenty-two people, and it means it. What it changes is everything underneath them — the layer of analysis and preparation that a company this size wants, cannot yet justify, and ends up doing badly in the evenings.
The high-stakes seats, where a person is on the other side of the table. Twenty-two of them, on the dates Beacon says the plan needs them.
Every company at this size has this list. The work is real, the people are affordable one at a time, and the list never gets funded — so it lands on whoever has an evening. Beacon covers it from the day you start.
Beacon gives you all of the above.
You keep every head of function; what arrives already covered is the work beneath them. What a staffed department actually is →
Beacon staffs each gap or tells you to hire
Not every gap closes the same way, and “marketing” or “onboarding” is not a gap — a job is. Beacon reads what each team is short against the plan, names the work, takes what it can take, and says plainly which parts need a person.
Illustrative. Four teams, four Beacon agents, and three seats that are yours to fill — Beacon never recruits, deploys, promotes or manages anyone, at any setting.
Beacon gets you there without a bigger org chart
Same shape of company, same heads of function, twenty-two more people. Beacon carried the rest, and what moved is how much of the plan each person is able to carry.
$34.0M of recurring revenue · about $170k each
$52.0M of recurring revenue · about $234k each
Illustrative, on the worked company. About $234k of recurring revenue per person is the same team, doing more of the work that only people can do.
Ask what your next hire actually needs to be
In plain words, from any tool you already work in. The answer arrives with its receipts.
Illustrative — the same thread anyone can open, on any role.
Your ceiling stops being set by hiring speed
For you
The plan stops waiting.You commit to a number because the market is there, not because you have worked out how many people you could hire in time.
For your heads of function
The team arrives with them.Every head keeps their seat and their judgement, and stops spending the first two quarters building the layer underneath.
For your people
More of the work only they can do.The preparation is done before they open the laptop, so the day is the meeting, the deal and the customer.
Growth that no longer waits on the next hire
You keep every head of function and you keep hiring the people who sit with customers and build the product. What you stop building is the layer underneath — and with it, the wait between deciding to grow and being able to.