Growth is often hidden in plain sight.

Businesses regularly fund productive capacity that is only partly used. A customer base knows one offer but needs another. A distribution relationship reaches only one segment. Technical capability solves more problems than the current proposition names.

The task is not to produce a long list of ideas. It is to identify which existing strengths can be converted into a credible revenue move and what evidence should be built before more capital is committed.

Start with the base, not the blank page.

New growth plans often begin by adding something: a product, market, team, platform or funding round. The Latent Growth Method begins by asking what the business has already paid to build and where productive capacity is trapped.

This changes the risk profile. Existing customers shorten the path to evidence. Existing assets reduce capital intensity. Existing channels offer a route to reach. Existing capability gives the business a right to win.