Commercial strategy only performs as well as the operating model that supports it

I'm most interested in the point at which commercial strategy becomes an operating model that people can execute. Over the past 12 years, I've worked across B2B SaaS, redesigning how marketing, sales, and customer data work together so that strategy translates into measurable commercial outcomes.

My work sits at the intersection of strategy, implementation and commercial execution. I connect Product, Marketing, Sales, and Customer Success around a shared operating model, redesigning customer journeys, lead management, and decision-making so that every part of the commercial function works towards the same outcome.

Every company I've joined has looked different, but the underlying challenge has been remarkably similar. Marketing, Sales, and customer data all existed, but they weren't working as a single commercial system. Leadership couldn't clearly see where revenue came from, teams optimised different outcomes, and commercial decisions were being made on incomplete information.

Technology has never been the objective. It's one part of building a commercial model that reflects how customers buy, supports how teams work and gives leadership confidence in how revenue is generated, measured and scaled.

Some of the work I'm most proud of includes:

• Commercial operating models redesigned across startup, scale-up and enterprise SaaS businesses.
• Dual-motion GTM strategies built around PLG and enterprise sales.
• Lead management frameworks rebuilt to improve pipeline quality and sales execution.
• CAC payback reduced from 15 months to 8 months.
• Trial-to-paid conversion increased to 40%, with an overall PLG conversion of 52%.
• An enterprise ABM programme generating £93K from a £15K investment.
• Commercial lead management redesigned to support 164% pipeline attainment.
• Positioning, ICPs and market entry strategies developed to support commercial growth.
• Reporting and attribution frameworks introduced to strengthen executive decision-making.

Today, I'm particularly interested in working with companies that are scaling, entering new markets or redesigning how their commercial functions operate. The challenges are rarely isolated to marketing or technology. From what I've seen, they sit in the way strategy is translated into day-to-day execution. Solving that is the work I enjoy most.