Senior commercial expertise without the commitment of a full-time hire.
I work with B2B businesses to find out what's really holding growth back, set a strategy worth following, build the sales capability to deliver it, open up new markets — and, where it helps, lead the commercial side hands-on until it runs properly.
Growth rarely stalls for just one reason. Sometimes you need a strategy. Sometimes you need someone to build the capability. Sometimes you simply need an experienced commercial leader in the room.
Whatever the problem, we start by understanding what's really happening — then work out where the greatest commercial impact can be made.
These are five ways of working together, not five fixed products. Some businesses need one. Most start with one and move to another as things change.
Something isn't working. Let's quickly find out what — and what to do about it.
A focused review of your sales engine, designed to identify the biggest gaps, missed opportunities and practical improvements — giving you a clear view of where you are and what to tackle next.
You know where you want to go. Let's build the route there.
Clarify the market opportunity, target customer, proposition and commercial plan, then turn the strategy into an executable roadmap.
You've got something people want. Now build the machine that sells it.
Move from founder-led or inconsistent sales to a more repeatable operation with the process, tools and discipline to scale.
You need experienced commercial leadership — not another permanent executive.
Hands-on leadership across strategy, people, pipeline and performance. Typically one or two days a week, shaped around the business, and involved enough to be accountable for what changes.
An experienced commercial brain in the room when you need one.
For businesses that already have sales leadership but need additional senior perspective on major opportunities, market decisions, commercial planning, enterprise deals or organisational challenges.
You don't need to know exactly what you need before we speak.
We can start with the commercial challenge and work out together where I can create the most value.
Access senior commercial expertise at the level the business actually needs, when it needs it — a focused piece of work, ongoing hands-on leadership, or something in between. No permanent headcount added before it's the right thing to do.
Find what's really holding growth back.
Decide where to focus and how to win.
Create the process and capability to execute.
Embed senior leadership and drive performance.
Stay close when the business needs experienced judgement.
The value of senior commercial support is not the title. It's what changes because you're there.
The strongest evidence isn't a list of responsibilities. It's the commercial problem, what was actually done about it and what changed as a result. Client names stay confidential; the detail doesn't.
Global B2B business · International new-business team
Exceeded revenue budget in 8 of 12 months.
Enterprise sales environment · Pipeline & forecasting
36% improvement in pipeline velocity.
Global B2B business · Key territories & enterprise engagement
162% revenue growth / £552k increase.
Ninety days is long enough to understand a business properly, fix what is costing it most and leave the commercial operation running better than it was.
Get close to the business and establish what is actually driving — or blocking — growth.
Address the highest-impact gaps and put the commercial rhythm, structure and accountability in place.
Make the changes stick and focus the team on measurable commercial outcomes.
The goal isn't a strategy document that sits on a shelf.
It's a commercial operation that performs better because I'm there.
I've spent more than two decades in commercial roles, most of it in enterprise B2B — selling complex propositions, winning new business and leading sales teams across international markets. I've carried a number myself, and I've been accountable for other people carrying theirs.
That's the difference I bring. I know what a pipeline review feels like when the numbers aren't there. I know the difference between a salesperson who needs coaching and one who's in the wrong seat. And I know how much of growth comes down to unglamorous things — qualification, focus, follow-through.
I'm strategic where it matters and hands-on everywhere else. I'd rather sit with your team, look at the real deals and work out what's actually going on than hand over a deck and disappear.
I'm also straight with people. If I don't think I'm the right person to help, I'll say so — and usually point you towards what would help instead.
I've spent my career building, leading and improving commercial teams. Now I bring that experience to businesses that need senior commercial capability without necessarily needing another permanent executive.
You don't need to know which service you need before we speak. Tell me where the business is today, what you're trying to achieve and what's getting in the way.
We'll work out together whether there's a useful way for me to help.
Every enquiry is read personally. No sales sequence, no automated follow-up.