When a business needs commercial leadership fast, an interim Sales Director is the fastest route to revenue accountability. I step in as the functional owner — setting targets, running the team, owning the pipeline, and reporting to the board. No ramp curve. Accountable from week one.

• Step in as Sales Director, full or part-time, with full accountability from day one
• Set revenue targets, own the pipeline, manage the team, report to the board
• Diagnose what is broken in the first two weeks — without assumptions, without wasted time
• Build or rebuild the team, enforce qualification discipline, and drive new logo acquisition simultaneously
• Apply MEDDPICC and Challenger as live deal tools across the team's active pipeline — improving forecast accuracy and deal velocity from the first review
• Deliver measurable impact before any permanent hire could even start

Most underperforming sales functions are not broken beyond repair. They are misdiagnosed. I come in, identify what is actually wrong in the first two weeks, and execute the fix — not advise on it. Commercial turnaround work: structured, evidence-based, and tied to measurable output.

• Evidence-based diagnosis of what is actually broken: ICP, pipeline quality, team capability, qualification rigour, process gaps
• A prioritised fix — what changes, in what order, with what expected outcome — presented as a written plan within two weeks
• GTM redesign where needed: messaging, channels, target account strategy, partner motion
• Deal-level intervention on stalled opportunities: economic buyer identification, stakeholder mapping, mutual close plans, and procurement navigation
• Qualification standards (MEDDPICC and SCOTSMAN) enforced from week four so forecast accuracy improves immediately
• Cost of Inaction analysis presented to board: the financial exposure of each additional month of delay, quantified

Pipeline does not appear because the strategy says it should. It requires someone who will personally get on the phone, write the emails, and convert cold introductions into commercial conversations. I do this work directly — as an individual contributor, not as a coach standing at the sideline.

• Define the ICP and select the right target accounts — not the obvious ones, the right ones
• Build and run AI-assisted outbound cadences personally: sequencing, personalised messaging, channel selection
• Open doors at enterprise accounts using a network of 6,500+ active decision-maker contacts across EMEA, Americas, and APAC
• Qualify every conversation hard from the first meeting — MEDDPICC and SCOTSMAN applied immediately so only real pipeline enters the funnel
• Book meetings, advance pipeline, and close new logos as an individual contributor — not as an advisor telling others what to do

A capable sales team without a playbook is guessing. A playbook without a coaching rhythm is shelf-ware. I build both together — the structured process the team follows and the cadence that holds them to it, including the hard conversations about who is developing and who is not.

• Build or rebuild the sales playbook: ICP definition, qualification criteria, deal stage logic, talk tracks, and objection handling
• Install MEDDPICC or SCOTSMAN qualification standards across the team — not as a training event but as a live working practice
• Run a structured coaching cadence: weekly deal reviews, 1:1 format, and improvement tracking against defined benchmarks
• Rapid capability assessment: identify who can grow, who needs a different role, and who is misaligned — based on data and output, not opinion
• Win/loss analysis: identify exactly where deals are being lost and what changes to make
• Structured performance standards with accountability frameworks: activity benchmarks, qualification minimums, and conversion targets

Most revenue leakage does not happen in the sales call. It happens at the boundary between sales and marketing — in the lead handoff, the MQL definition, the messaging inconsistency, and the pipeline attribution nobody can agree on. I fix the boundary and align both functions around the same number.

• Audit where sales and marketing are misaligned: MQL definition, lead handoff process, messaging inconsistency, and pipeline attribution
• Redesign the qualification and handoff process so marketing generates leads sales actually works
• Align outbound messaging so sales conversations match what buyers have already seen from marketing
• Build shared pipeline definitions: MQL, SQL, and SAL criteria agreed and enforced, not just labelled
• Where relevant: transition marketing from agency-dependent to in-house AI-driven, improving quality and reducing cost simultaneously
• Establish joint reporting: pipeline contribution by channel, conversion rates, CAC, and funnel velocity visible to both functions

Selling complex technology is a different discipline. Buyers evaluate on multiple dimensions simultaneously — business case, technical fit, vendor risk, and competitive alternatives — often before your team has had a single conversation. I have spent 25 years selling across cloud, SaaS, AI, digital experience, and bespoke software delivery, and I know how to move both the technical evaluation and the commercial decision forward in the same deal cycle.

• Lead enterprise technology sales across cloud platforms (Azure, AWS, GCP), SaaS, AI-driven solutions, CX technology, and tailored software delivery
• Build and execute GTM strategy for technology businesses entering new markets or launching new products — including AI SaaS go-to-market from zero
• Sell credibly to both technical evaluators and commercial decision-makers in the same deal — CFO, CTO, and procurement in parallel, not in sequence
• Open and develop enterprise accounts across financial services, retail, media, manufacturing, and the public sector
• Build and activate partner channels: co-sell, reseller, and strategic alliance models across Microsoft, Adobe, Salesforce, and major systems integrators
• Grow a technology commercial practice from zero — team structure, sales process, pipeline, and revenue contribution