B2B technology leadership teams
Book a conversationCommercial Direction · Approx. 3 weeks
Decide what the business must prioritise next.
When commercial performance is below ambition — or the business faces an important growth decision — the answer is not always more activity.
I build an evidence-based view of what is shaping performance and help leadership make the commercial choices that will move the business forward.
Discuss your situationThe engagement at a glance
A focused way to move an important commercial decision forward.
What to prioritise, change or stop — and why.
Approx. 3 weeks
Focused analysis, leadership choices and owned next actions
When it is useful
When the business needs clearer commercial direction.
Commercial performance is shaped by choices across the business: where to compete, who to serve, what to offer and how leadership turns decisions into coordinated execution.
01
Revenue, profitability or pipeline is below ambition, but the underlying reasons are not clear enough
02
Growth priorities are too broad or compete for the same resources
03
Strong capabilities are not translating into sufficient market traction — or commercial functions are not moving toward the same outcome
04
A major growth, investment, strategy, acquisition, leadership or AI decision requires sharper commercial choices
What leadership receives
A clear direction leadership can act on.
The outcome is a stronger basis for making and acting on the commercial decisions that matter now.
The current commercial reality
What is supporting performance, what is getting in the way and which conclusions are based on evidence versus assumption.
The critical commercial choices
Where the business should focus, what needs to change and what should be stopped, deferred or tested.
The priorities that matter now
A clear order of action, including the most important dependencies, owners and measures of progress.
The immediate path forward
A practical leadership decision brief and agreed next steps for moving the direction into execution.
How the engagement works
Focused analysis. Leadership choices. Owned next actions.
Establish the commercial reality
Review the relevant strategy, performance, customer, offering, pipeline and execution evidence. Surface where leadership views align — and where assumptions differ.
Identify the constraints and choices
Connect the evidence across leadership, offering, sales, marketing and delivery. Identify the decisions with the greatest influence on performance.
Set the direction
Agree what to prioritise, change or stop, then translate the direction into owned actions and measures.
Typical durationApprox. 3 weeksApproachEvidence, focused working sessions and practical commercial decisions
What I examine
See the commercial reality before deciding what to change.
I follow the chain from business ambition to market execution and revenue, using the evidence already available and identifying where critical assumptions still need to be tested.
Performance and funnel evidence
What current results, pipeline, conversion and customer activity reveal.
Market, customers and buying logic
Where demand and opportunity are strongest, who buys and how decisions are made.
Offering and commercial relevance
Whether the offering is focused, valuable, differentiated and clear enough to act on.
Go-to-market execution
How choices translate into accounts, messages, activity, ownership and progress.
Leadership alignment and priorities
Whether resources, decisions and leadership attention support the same direction.
The purpose is not to analyse everything. It is to identify the decisions that matter most now.
A business-wide view
Find what is really shaping commercial performance.
Commercial results are shaped by connected choices across market, customers, offering, sales, marketing and delivery. I connect those signals to identify where the most important constraint or opportunity sits — and what leadership should do next.
I bring senior commercial judgement and the perspective of someone who has built businesses, entered markets, repositioned offerings and led the execution responsible for the result.
What happens next
A clear starting point — with flexibility in what follows.
Commercial Direction can stand alone as the basis for leadership action. Where further support is useful, the next phase is shaped by what the evidence shows — not assumed in advance.
Strategic Offering
Turn selected capabilities into valuable, differentiated and easier-to-buy offerings.
GTM Strategy & Activation
Move the chosen direction into target accounts, messages, activation and coordinated execution.
Tailored advisory & execution
Shape the scope and level of hands-on support around the situation and internal capacity.
A useful first conversation
Is there a commercial decision your business needs to move forward?
A 20-minute conversation is enough to understand the situation, what is currently unclear and whether Commercial Direction would be a useful starting point.
Book a 20-minute conversation