Why organic About Craig How the work runs Speaking Blog

Organic growth · Distribution & B2B services

Growth is a habit. I help CEOs create it.

I work with CEOs of distribution and B2B service companies to grow revenue from the customers and people they already have. Just good habits, practiced every week.

See how the work runs
Craig Wigginton, founder of Eupraxis Consulting
Craig WiggintonFounder, Eupraxis Consulting
Trusted by leaders at
ShirtSpace ALOS, Another Level Operating System Dagmar Construction Biodynamic Boss Exteriors One App Guarantee Monkeyman IR

The argument

Growth is a set of habits, not an event.

Organic growth is what a leadership team does every week, not what it decides once a year.

Strategy is rarely the problem. Most companies I meet already have a plan that would work. What they don’t have is a team that does the plan when the quarter is busy, the customer is upset, or the CEO is out of the room.

Eupraxis is the Greek word for good practice: doing the right thing, well, as a habit. Organic growth is exactly that. It is a small set of behaviors your people repeat every week with the customers, referrals, and relationships you have already earned.

It is also the cheapest growth there is. Your customers already trust you. They will buy more, buy sooner, and introduce you to others, but only if someone asks. In most companies, the revenue is already in the building. It just isn’t being asked for.

My job is to make the asking systematic: a mission the team believes in, a mindset that treats the ask as a service, and mechanics that put the right conversation on the calendar every week. Then I stay until it holds.

Craig Wigginton
Craig WiggintonFounder · Battle Ground, Washington

About me

Twenty years at the whiteboard with leadership teams.

I founded Eupraxis Consulting to help leaders grow companies without buying growth. My clients run distribution businesses and B2B service firms that are already established, usually with a sales team, long customer relationships, and a plateau they can’t explain.

I’m a visualizer. Most of my best work happens standing up, marker in hand, drawing the relationship between what a team believes and what it does on a Wednesday afternoon. That drawing usually becomes the operating rhythm the company runs on for years.

20years leading growth
3habits that do the work
1advisor, not an agency
Where this comes from

I didn’t start in consulting. I started inside operating companies, responsible for the number, watching smart plans die quietly in the gap between the strategy meeting and the sales floor.

The pattern was always the same. Leadership set a goal. The team agreed. Then the week happened, and the behavior that would have moved the number never got scheduled, never got measured, and never got recognized. Nobody was lazy. Nobody was wrong. The habit simply wasn’t there.

That is what pulled me toward the idea of eupraxia: the Greek notion that virtue is a practice, not a belief. You are what you repeatedly do. A company is too. So I built a practice around installing the habits of organic growth into leadership teams, and staying long enough to watch them hold under pressure.

How the work runs

Three habits. One loop. Repeated weekly.

Organic growth isn’t a campaign. It is a cycle a leadership team runs until it becomes the way the company works. Here is the version I draw for every client.

A hand-drawn loop: Mission leads to Mindset, Mindset leads to Mechanics, Mechanics feeds back into Mission. Organic growth sits in the middle. Mission Mindset Mechanics organic growth from customers you already have repeated every week
1

Mission

Why this company deserves more of its customers’ business. Written plainly, agreed by the leadership team, and said out loud often enough that the sales floor can repeat it.

“What are we actually for?”
2

Mindset

The belief that asking a customer for more is a service, not an imposition. Most sales teams don’t have a skill problem. They have a permission problem, and it starts with their managers.

“Do we believe we’re helping?”
3

Mechanics

The weekly rhythm: which conversations happen, who has them, how they’re counted, and where the wins get recognized. Simple enough to survive a bad month.

“What happens every week?”

Who this is for

I do my best work with a specific kind of company.

A good fit

  • Distribution, wholesale, or B2B services with an established customer base and repeat purchasing.
  • A CEO or owner who wants growth from the team and customers they already have before buying more of either.
  • Managers who will actually run a weekly rhythm once it is built.
  • A leadership team willing to look at behavior, not just results.
  • Patience for ninety days of practice before judging the outcome.

Probably not a fit

  • Early-stage companies still finding product-market fit.
  • Transactional or e-commerce models with no ongoing customer relationship.
  • Anyone looking for a lead-generation vendor, ad agency, or outsourced sales team.
  • Leaders who want a training event rather than a change in how the company operates.
  • Teams that need a quarter-end rescue rather than a durable habit.

Speaking & media

I talk about growth the way I draw it.

Keynotes, leadership offsites, industry associations, and podcasts. Always with a whiteboard if the room has one.

Distribution industry conferences CEO peer groups Leadership podcasts
  • Talk 01

    Growth is a habit, not a campaign

    Why most growth plans die in the ordinary week, and the three habits that keep them alive.

  • Talk 02

    The revenue already in the building

    How distribution and service companies grow 15 to 30 percent from the customers they already have.

  • Talk 03

    Managers are the multiplier

    Why the front-line manager, not the CEO or the rep, decides whether a growth system works.

  • Talk 04

    Chief Belief Officer

    What leaders actually control: the belief that shows up in the room when they aren’t there.

Latest thinking

From the blog

All posts
Proactive Communications

Dormant Relationships: The Most Underused Growth Asset in Your Business

Your most underused growth asset may be the customers who stopped hearing from you. Why dormant relationships deserve a CEO's attention.

Read
Run Outgrow

From CEO to Chief Belief Officer: How a Leader’s Belief Powers the System

When CEOs step back, belief fades. Learn how shifting from CEO to Chief Belief Officer keeps culture, managers, and growth systems energized.

Read
Run Outgrow

From Pressure to Predictability: How Mid-Level Managers Anchor Accountability

Why accountability fails when it shows up too late — and how manager accountability, rhythm, and weekly conversation create predictable performance.

Read

Next step

Let’s find out if this is worth a conversation.

Tell me a little about your company and what growth has looked like lately. I’ll reply personally, usually within a business day, and we can decide together whether a conversation makes sense.

Prefer email? craig@eupraxisconsulting.com