B2B leadership teams, particularly in technology, SaaS, IT and professional services
Talk to AnnaCommercial Direction · Learn It: licensed for internal use · Apply It: approximately 3 weeks
Decide what the business must prioritise next.
Decide where growth will come from. Assess the ambition, commercial reality and growth options. Choose the priorities, required changes and what to exclude.
Use evidence to identify what is holding growth back and give leadership a clear basis for what to prioritise, change or stop.
See how this engagement fits into Murros Commercial Architecture™
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.
Learn It: licensed for internal use · Apply It: approximately 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. Learn It equips your team to develop these outputs using the licensed method, AI guidance and editable tools, with a 12-month internal-use licence for the agreed scope and project team. Apply It is Anna-led development; the methodology licence and reusable toolkit are available separately.
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 durationLearn It: licensed for internal use · Apply It: approximately 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 direction — with flexibility in what follows.
Commercial Direction can stand alone as the basis for leadership action.
If the evidence shows the offering or market position needs work, continue into Offering & Positioning.
If the direction is clear and needs to become coordinated market action, continue into GTM Strategy & Activation.
Frequently asked question
A direct answer for leadership.
What is a commercial transition point?
A commercial transition point is reached when the way a company currently creates growth is no longer sufficient for its next required outcome. The business may need stronger or more profitable growth, greater repeatability, scalability, a productised offering, a new market position or a different GTM motion. Murros helps identify what in the current commercial model is preventing that transition.
What is Murros Commercial Architecture™?
Murros Commercial Architecture™ is a productised method for commercial decision-making, development and execution. It helps B2B companies decide where to grow, who to serve, what to sell, why customers should buy, and how to take it to market profitably and repeatably. Market evidence guides what to scale, change or stop. It connects Commercial Direction, Offering & Positioning and GTM Strategy & Activation to identify what in the current commercial model is preventing the result, what must change and how the choices will move into execution.
When does a B2B company need clearer commercial direction?
When revenue, profitability or pipeline is below ambition, priorities compete for resources, or strong capabilities are not translating into sufficient commercial traction.
A useful first conversation
Is there a commercial decision your business needs to move forward?
Email me a few lines about the situation and what is currently unclear. I will reply personally and suggest whether Commercial Direction could be a useful starting point.
anna.hiltunen@murrosadvisory.com