Five consulting areas. One commercial operating system.
01
Business strategy & performance
Define business direction, strengthen business economics, and translate strategic priorities into measurable enterprise performance.
Strategy built from the revenue engine upwards, so every strategic choice is tested against what the sales, marketing and customer organisations can deliver. Covers business and portfolio strategy, business model and value creation, profitability and productivity, and strategy execution and transformation.
Start here if: leadership disagrees on priorities, margins are eroding, or an acquisition, fundraise or exit needs a commercial case that withstands scrutiny.
Explore Business strategy & performance →02
GTM strategy & growth
Define where to compete, which customers to prioritise, and how to win through focused go-to-market and growth strategies.
Growth depends on a small number of choices: who you target, what you charge, how you sell and through whom. I make those choices with your own data (won and lost deals, account data, willingness to pay) and express them as a plan the revenue teams can run next quarter.
Start here if: differentiation is unclear, pricing is inconsistent, partner revenue is unpredictable, or growth depends on new logos while existing customers churn.
Explore GTM strategy & growth →03
GTM execution excellence
Improve commercial processes, operating discipline, and performance visibility to make GTM execution more effective and consistent.
I find where deals, forecast accuracy and seller time are leaking, fix the process and the systems, and stay until the numbers move. Improvements are designed from your CRM, call and billing data and built into cadences, so they persist after the engagement ends.
Start here if: the forecast cannot be committed to the board, pipeline coverage is thin, or the sales process exists on a slide but not in the CRM.
Explore GTM execution excellence →04
GTM organisation, talent & enablement
Build the organisational structures, talent, leadership, and capabilities required for a high-performing GTM organisation.
When structure, pay plans and training are changed separately, they pull in different directions. I design them together, so your people are organised, paid and equipped to deliver the same plan.
Start here if: the structure was built for a smaller company, new hires take too long to ramp, or incentives reward the wrong behaviour.
Explore GTM organisation, talent & enablement →05
AI-enabled GTM transformation
Redesign GTM workflows with AI to improve productivity, decision quality, and customer engagement while maintaining appropriate oversight.
I start from the revenue problem, fix the data and workflows underneath, redesign roles around the new division of work between people and agents, and measure the result in pipeline, win rate and cost of sale.
Start here if: AI investment is not showing up in commercial results, sellers are not adopting the tools, or there are no clear rules on customer data and AI-generated content.
Explore AI-enabled GTM transformation →
How the five areas fit together
Each area answers a different question. Together they form a loop: direction sets the economics, strategy translates direction into market choices, execution makes those choices work every week, the organisation sustains the performance, and AI changes what the organisation can do. A weakness in one area surfaces as a problem in the next.
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| # | Service area | The question it answers | Typical trigger |
|---|---|---|---|
| 01 | Business strategy & performance | Where does the company compete, how does it win, and does the strategy drive the economics? | Growth has stalled or become expensive; the board is questioning the plan; a transaction needs a defensible commercial case. |
| 02 | GTM strategy & growth | Which customers, what offer, at what price, through which motions and partners? | Targeting too broad; pricing left to sales discretion; one motion applied to every segment; launches underperforming. |
| 03 | GTM execution excellence | Is the day-to-day revenue engine productive, predictable and efficient? | Thin pipeline; forecasts missed; deals lost to no-decision; discounting without control; poor CRM data. |
| 04 | GTM organisation, talent & enablement | Are the structure, roles, pay plans and skills pointed at the same commercial goals? | Long ramp times; training that fades in weeks; managers who inspect but do not coach; high seller attrition. |
| 05 | AI-enabled GTM transformation | Where should AI change revenue outcomes, and what has to be true for it to work? | Many pilots, little measurable impact; tools bought without a data foundation; roles unchanged while AI changes the work. |
Not sure which area applies?
Most clients arrive with a symptom rather than a diagnosis. The table below maps common board-level concerns to the areas where the root cause usually sits. The initial assessment conversation confirms the constraint before any scope is proposed.
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| If the concern is… | The constraint usually sits in… |
|---|---|
| Growth is slowing and sales and marketing spend is rising faster than revenue | 01 Business strategy & performance, with 03 Execution excellence |
| Win rates are falling and deals are lost to “no decision” | 02 GTM strategy & growth (positioning, targeting) and 03 Execution excellence (process) |
| The forecast is missed more quarters than it is hit | 03 GTM execution excellence, often with 04 (manager coaching) |
| Net revenue retention is flat or declining | 02 GTM strategy & growth (retention strategy) and 03 (customer lifecycle execution) |
| Partner and channel revenue is small or unpredictable | 02 GTM strategy & growth (partner strategy) and 03 (partner execution) |
| Sellers leave in the first year, or ramp takes two quarters or more | 04 GTM organisation, talent & enablement |
| AI pilots are running but nobody can show an EBIT effect | 05 AI-enabled GTM transformation, usually starting with data foundations |
| A fund or board wants evidence on the revenue plan before a transaction | 01 Business strategy & performance (transaction and investor advisory) |
How an engagement works
Every engagement follows the same sequence, whichever area it starts in.
- Assessment conversation. A focused discussion of your business priorities and what is stalling growth. No obligation.
- Diagnosis. A short, fixed-scope diagnostic on your own data (CRM, pricing, retention, planning, compensation, call and billing data as relevant) to locate the constraint across all or any of the five areas.
- Strategy blueprint. The choices, the plan and the economics, tested against what the commercial organisation can execute, measure and fund.
- Alignment and implementation. The changes that matter, built into systems, cadences, roles and incentives so that they persist after I leave.
- Measurement. An agreed baseline and targets, tracked against the outcomes the economic buyer is paying for.
Engagement formats
- Diagnostics and sprints. Fixed scope, typically four to twelve weeks, producing a fact base and a decision.
- Programmes. Multi-lever work across two or more areas, typically ten to twenty-four weeks, with implementation support.
- Advisory retainers. Ongoing senior advice to a CEO, CRO, CFO or operating partner, including first-100-days support for new revenue leaders.
- Executive workshops and briefings. Single sessions for a leadership team or board on a defined question.
Packaged offers
Where the problem is well understood, I combine services from across the five areas into a single proposition with a defined outcome and duration.
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| Offer | For | Problem addressed | Outcome proposed |
|---|---|---|---|
| GTM diligence to day-100 plan | PE deal and operating partners | Investment cases rest on untested GTM engines; value creation starts late | Investment decision informed by GTM evidence; value creation plan ready at close |
| Revenue efficiency sprint | CFO | Sales and marketing cost growing faster than revenue | Agreed reduction in S&M as a share of revenue with growth protected |
| Pricing uplift programme | CFO / CEO | Under-pricing and discount leakage | Realised price and margin uplift tracked monthly |
| Predictable revenue engine | CRO | Forecast misses and untrusted pipeline | Improved forecast accuracy and pipeline hygiene against an agreed baseline |
| NRR accelerator | Chief Customer Officer / CRO | Growth dependent on new logos; churn surprises | Higher gross and net revenue retention against an agreed baseline |
| AI-ready revenue engine | CRO / CIO | AI tools in place without data foundations or measured value | Prioritised AI use cases on a working data foundation, with measured pilot results |
| Human and agent revenue team redesign | CEO / CFO / CHRO | Roles and costs unchanged while AI changes the work | Redesigned processes, roles, capacity and pay plans with a costed transition |
| Go global: US and Europe entry | Founder / CEO of an Indian or Asian company | Strong home-market product failing to gain traction abroad | Market-specific positioning, pricing and first team; first customers in the target market |
| GTM capability centre build | CFO / GCC head | Expensive, unscalable GTM support work in high-cost locations | GTM support functions transitioned to a centre with defined SLAs and cost targets |
| Agentic commerce readiness | CEO / CMO / Head of Digital | Offers and buying processes not usable by AI buyer agents | Machine-readable offers and pricing; agent-ready buying process piloted |
| New CRO launchpad | CEO / new CRO | New revenue leader under pressure to act fast on limited facts | Fact-based 100-day plan and early pipeline actions |
| Promoter-led business professionalisation | Promoter / Managing Director | Growth dependent on the founders; not ready for institutional capital | Management systems, GTM plan and incentives that scale beyond the founders |
Each offer is scoped to the client after the diagnostic. Durations and fees are confirmed in the proposal.
What the economic buyer is paying for
Every service in the catalogue is tied to an outcome a CEO, CFO, CRO, CMO, Chief Customer Officer or operating partner can measure.
- Growth and value: higher and more predictable revenue growth; higher win rates and average deal size; successful market entries and launches; higher valuation multiple at fundraise or exit.
- Profitability and efficiency: improved EBITDA margin and CAC payback; lower cost of sale; price realisation and lower discount leakage; compensation cost aligned with results.
- Predictability and productivity: forecast accuracy within a few percentage points; shorter sales cycles; more pipeline per seller; faster ramp and lower seller attrition.
- Customer and account growth: higher gross and net revenue retention; growth and retention in top accounts; lower churn.
- Organisational readiness and AI return: managers who improve team performance; revenue teams designed for work shared between people and AI agents; governed, compliant AI use with measured return.
Executive briefing
Start a strategy conversation
We can discuss where I can help and what an initial engagement could cover.
- I begin with a focused discussion of your business priorities.
- Diagnose what is stalling growth.
- Identify the constraint across all or any of the five areas.
- Design a strategy blueprint.
- And align the changes that matter.
What to expect
- 01An initial assessment of the challenge and its commercial implications.
- 02A proposed scope of engagement where there is a clear fit.
Founder-led · Confidential · No obligation