Areas of work
Four places revenueis won or lost.
These are areas of work, not packages.
I start by diagnosing the actual commercial problem, then put my time where it creates the most value.
The business problem
Pipeline is thin or hard to predict. New business still comes from the founder’s network rather than a motion the team can repeat. People are busy, but it isn’t clear who to pursue, what to say, or why deals stall.
What I actually do
- Define the ideal customer profile
- Sharpen positioning and messaging
- Shape the go-to-market strategy
- Build prospecting and pipeline generation
- Tighten the sales process and conversion
- Work deals alongside the team
- Raise sales team effectiveness
What you get
- A documented ideal customer profile
- Positioning and messaging the team actually uses
- A defined sales process with clear stages
- A pipeline you can inspect, not guess at
The business problem
Customers renew late, quietly downgrade, or leave without much warning. Sales, onboarding, and customer success each own a piece of the relationship, and nobody owns the whole of it.
What I actually do
- Review renewal performance
- Analyze churn and what drives it
- Align customer success with sales
- Fix commercial handoffs
- Define account health
- Improve the customer experience where it touches revenue
- Build retention processes
What you get
- A clear view of why customers stay and why they leave
- Account health measures the team reviews
- Defined handoffs between sales, onboarding, and success
- A renewal process that starts early, not at the deadline
The business problem
Existing customers would buy more, but nobody is responsible for finding it. Expansion happens by accident, packaging makes it awkward, and account plans exist only for the largest names, if at all.
What I actually do
- Set account growth strategy
- Identify expansion opportunities
- Design upsell and cross-sell motions
- Review pricing and packaging
- Lead account planning
- Tie expansion to the value customers realize
- Build the expansion sales motion
What you get
- A prioritized view of expansion opportunity across the base
- Account plans for the accounts that matter
- Pricing and packaging that make buying more straightforward
- An expansion motion with a clear owner
The business problem
The company needs senior commercial leadership but isn’t ready for, or can’t yet justify, a full-time CRO. Or the CRO has left, and revenue can’t wait for the search to finish.
What I actually do
- Set commercial strategy and priorities
- Own revenue accountability
- Lead sales and develop the team
- Run pipeline management and forecasting
- Establish the operating cadence
- Coordinate sales, marketing, product, and customer success
- Execute alongside the team
What you get
- An experienced commercial executive in the room
- One person accountable for the revenue plan
- A forecast built on inspected pipeline
- A weekly and monthly operating rhythm
Not sure which of these is the real problem? That’s what the Commercial Diagnostic is for →
Other challenges, such as making revenue repeatable, proving scalability to investors, and aligning commercial teams, are covered in Growth Challenges.