BUILDING THE TEAM
From individual effort to a shared commercial standard.
A multidisciplinary group of 15–20 needed clearer roles, more useful coaching and a stronger connection between daily activity and the commercial objective.
Mandate
Create consistency without suppressing individual judgement.
Intervention
Clarified expectations, introduced deal and account coaching, and made managers accountable for capability—not only inspection.
Evidence
A more confident team, stronger forecast conversations and commercial performance around 15–20% above target.
COMMERCIAL TRANSFORMATION
Connecting market focus, process and data.
A company-wide technical and SaaS operation was being constrained by fragmented reporting, disconnected processes and inconsistent value communication.
Mandate
Turn a collection of sales activities into a coherent operating system.
Intervention
Refocused segments, strengthened value selling, redesigned commercial cadence and connected CRM insight to operational decisions.
Evidence
Revenue growth in the mid-teens, gross margin improved by four points and a new SaaS motion delivered more than twice its first-year target.
GO-TO-MARKET
Building a repeatable new-business engine.
A complex services proposition had valuable expertise but had produced no dependable new-logo momentum for several years.
Mandate
Create momentum without relying on opportunistic referrals.
Intervention
Defined target customers, simplified the proposition, created staged entry offers and aligned sales with delivery.
Evidence
A mid-single-figure group of new logos opened, initial work generated a low-six-figure contribution and engagements developed into larger programmes.