How I work
With your team, not instead of it
Organising commercial growth: I build the organisation that goes with it, with your team and based on your own numbers. What you can bring me in for. Click a block to read more.
×
Want a sounding board?
Recognise a situation from this page? Thirty minutes, online, no obligation.
Let’s have a coffee
×
How I work
Reposition
Repositioning the organisation, from strategy through to execution.
Do you recognise this?
Your organisation grew on an offering or a customer group that no longer fits where you want to go.
What I do
Sharpen your brand, offering and target group again, together with the board.
Align the commercial organisation and the revenue model with it.
Guide the change until it is part of daily execution, not just on paper.
From practice
Maru: from machine building for the domestic market to international technology sales, with Energy-as-a-Service as the new revenue model.
Available as Fractional or Interim
Let’s talk this over a coffee
×
How I work
Build
Building and scaling a commercial department or team, including go-to-market, new propositions and new growth models.
Do you recognise this?
You have a strong offering or a new product line, but no commercial department yet to take it to market. Or it works on a small scale, but the organisation is not growing along with it.
What I do
Design the go-to-market, from proposition and pricing to the channel that sells it.
Put the team in place to execute it, and set up the commercial framework it runs on, from lead generation through to close and retention.
Move from one-off, project-based revenue to recurring revenue, where the revenue model calls for it.
Scale up: get conversion in the sales process and retention right first, then bring in more new business, with processes, roles and systems that grow along with revenue.
From practice
A listed oil and gas company in the Euro Stoxx 50 (2013 to 2017): built the commercial framework the direct-sales channel ran on, from lead generation through to close and retention. In the fourth year gross margin reached €7M.Maru: a technical organisation with complex, physical products.
Available as Fractional, or Interim for a defined assignment
Let’s talk this over a coffee
×
How I work
Steer
Turning today’s insight into tomorrow’s decisions, so you can scale.
Do you recognise this?
Revenue is growing, but you do not know exactly what a customer costs, what a customer returns, and where in your sales process most revenue is left on the table.
What I do
Show what it costs to win a customer and what that customer returns, per segment and channel.
Measure the sales process step by step, so it becomes clear where most profit can be gained.
Model the board’s options before decisions are made, from investment to scaling up. Raise conversion first, then invest in more new business.
From practice
Tele2: a sales enablement programme with a measurable +17% improvement in the win rate on quotes. LinkedIn Sales Navigator was introduced as part of it, helping users convert more prospects into leads.I started as a business controller: unit economics as a steering tool, not a report.
Available as Fractional
Let’s talk this over a coffee
×
How I work
Connect
Connecting business silos, so marketing, sales and support work to the same rhythm.
Do you recognise this?
Sales, marketing and support each work hard, but not towards the same goal, and the forecast does not hold up.
What I do
One strategy with shared KPIs for sales, marketing and support.
One rhythm: the same numbers, the same meeting, the same goals.
Set up the systems behind it, so everyone sees the same numbers.
From practice
Tele2: account-based selling with full alignment between sales and marketing through LinkedIn.
Available as Fractional or Interim
Let’s talk this over a coffee
×
How I work
Lead
Leading teams and advising the board, including through a turnaround or restructuring.
Do you recognise this?
Your commercial leader has left or the role is vacant, or your commercial engine is stuck and losing money.
What I do
Fill the role temporarily, for example as Head of Sales, CCO or CRO.
Restructure a stalled or loss-making organisation and return it to health.
Advise you as founder or board, based on the numbers.
From practice
Maru: three underperforming start-ups focused on energy and mobile energy, without financial planning and control. The organisations were restructured, new terms were agreed with lenders and investments were made in growth capital. My role: CEO and Chief Commercial Officer.
Available as Interim for the role and the turnaround, Fractional for advising
Let’s talk this over a coffee
