Two weeks into the project. The design team is still stuck on the homepage. It was due five days ago. The developers are waiting, nothing’s ready. The client asks for an update. On paper: launch in four weeks. In reality: you already know – this won’t make it.

Monday, 9 AM in the management meeting: "Can we afford two new developers?" You glance at your pipeline, see three big deals, and say: "Yeah, should work out." Three months later, all three deals are still open. The developers are sitting around. Welcome to the reality of "pipeline as wishful thinking" instead of "pipeline as planning tool." The solution: structured data and a system that translates assumptions into real forecasts.

You deliver fast. Projects are completed on time. Customers are satisfied. But then the 15th arrives. Payroll, rent, cloud provider. You check your account – it's empty. Not because you haven't made revenue. But because the money isn't there yet. Between "work finished" and "money in the bank" often lie 40, 50, 60 days. Welcome to the reality of digital service delivery.

End of quarter. A Munich digital agency reviews the forecast. Projected: €3.2M. Billed: €3.04M. Difference: €160,000. Everything delivered. Clients happy. But 5% of revenue is just... gone. Not cancelled. Not disputed. Simply never billed.

Monday morning: Critical bug, feature by Friday, "takes 30 minutes max", "discussed three weeks ago", CEO keeps asking, "blocking our team". They're all right. They all want it now. You've got 40 hours this week. How do you decide what comes first? By gut feeling – or by system?

Monday, 9 AM. Weekly planning. 87 open tickets across 8 client projects. 6 developers. The question: "Who's doing what this week?" After an hour, you've distributed tasks. It doesn't feel right. Did we just actually plan? Or did we just hope it'll somehow work out?

Monday morning. You pull up the dashboard for your new time tracking tool – been running for three months now. Here's what you see: 60% of entries are missing entirely, 30% are obviously wrong, and someone clearly filled in the remaining 10% from memory on Friday afternoon. That's the moment it hits you: this rollout went sideways. Hell of a way to start the week.

Friday, 3 PM. Sprint Retrospective. "What went wrong last sprint?" The usual answers: features took longer, bugs ate time. "And how much time exactly?" Silence. Nobody knows. The retrospective becomes speculation. You discuss feelings, not facts.

The PM walks into the CEO's office. Again. Third time in six months. "We should switch to Notion," he says. CEO looks up. "Notion. Last quarter it was ClickUp. Before that, Trello, Asana, Monday, Airtable." Pause. "Every time the same promise. Every time the same problems three months later." CEO leans back. "Maybe it's not the tool."

Team meeting. Head of Sales presents: 14 new customers this quarter. The CEO beams. Then the Head of Delivery stands up: "All implementations on track. Customer satisfaction at 95%. Team happy and productive." That's what happens when delivery scales with sales. Leadtime helps you widen the bottleneck and keep delivery flowing – no matter how fast you grow.

Project review, 18 months after kickoff. Budget +140%, deadline +9 months, feature list halved. "What went wrong?" Silence. Then: "Everything. But... nothing big. Just lots of small things." That's exactly the problem.

Kickoff meeting. PM opens the Gantt chart. Three months, neatly divided. Four weeks later: Plan shows "Week 4: Content Migration Complete." Reality: team stuck in interviews, designers waiting on feedback, three developers sick, client wants new features. The chart is flawless. The project is chaos. "Let's talk about what's actually happening."

Thursday, 4 PM. Your best PM walks into your office: "We need a template for website projects. I've written the same kickoff briefing five times this week." You: "But our projects are all different. Every client wants something else." She pauses and says: "Yeah. But the first eight questions are always the same." Touché.

"Support? That's just answering emails." Many think that – until they hit 100 customers. Then emails turn into chaos: three tools, lost tickets, and a support team spending more time searching than helping. Welcome to B2B support reality.

In the beginning, support is simple. Ten customers you know personally. Requests via email, someone responds, done. Then you grow to 50. Messages slip through. Two people answer the same request. At 100 customers, it's over. Your team is drowning in chaos. Support goes from competitive edge to bottleneck. The solution isn't just another tool—it's a system that scales with you.

You started your agency because you wanted to make things. Websites. Campaigns. Strategy. Now you spend your days jumping between proposals, deadlines, and team coordination. You want new clients, but you also know: if one more project comes in, the system collapses. This isn't a lack of talent. This isn't a lack of demand. This is a lack of structure.

You promise your enterprise customer: "You'll be live in three weeks." Three weeks later, they are – ahead of schedule, fully trained, and impressed. That's what Leadtime makes possible: professional onboarding that keeps promises and builds lasting relationships from the first day.