Commercial strategy only performs as well as the operating model behind it

Why work with me

Every organisation reaches a point where growth creates complexity. New systems are introduced, processes adapt to immediate needs, and teams develop their own ways of working.

None of those decisions is necessarily wrong, but over time, they make the commercial model harder to understand and even harder to improve.

That's why I don't start with technology. I begin by understanding the commercial model the business is trying to build. From there, I redesign the operating model, align teams around it, and only then introduce or optimise the technology needed to support it. Technology should reinforce a commercial model, not define it.

Doing it in that order requires two things that usually sit with different people. Someone has to set the commercial direction, and someone has to design the operating model that delivers it and lead the teams who build and run it. Those two halves normally live in different parts of the org chart, and the gap between them is where the value leaks. I have been trusted with both across every company I have joined, which is why the strategy and the system end up as one piece of work rather than two things that never quite meet.

The outcome is a commercial function that is easier to run, measure, and scale because strategy, systems, and execution work towards the same objective.

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.

I work 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.

Operating principles

Understand — how revenue actually moves through the business, and where it leaks.
Simplify — strip out the accidental complexity the system accumulated over the years.
Align — connect marketing, sales, and data around one commercial outcome.
Enable — build the systems, and give the team what they need to run them.
Scale — design it to keep performing and growing without depending on me.