Commercial leadership without the lead time.
I step in as interim sales leader for SaaS, cloud and technology businesses that need commercial results without the lead time of a permanent hire. The work is accountable and hands on: diagnose quickly, remove what blocks revenue and restore momentum, without adding overhead.
I assess your revenue engine, lead your team through critical deals and stabilise your sales operation. Qualified pipeline, faster cycles, accurate forecasts and growth that lasts after I leave.
Six ways I engage.
Whether the challenge is weak qualification, stalled enterprise opportunities, an unclear go-to-market strategy or a new market, I bring the clarity, structure and capability to move the numbers in the first weeks.
Interim Chief Revenue Officer
When a business needs commercial leadership fast, an interim Chief Revenue Officer 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.
What I deliver
- Step in as interim CRO or Sales Director, full or part time, with full accountability from day one
- Set revenue targets, own the pipeline, manage the team and report to the board
- Diagnose what is broken in the first two weeks, without assumptions and without wasted time
- Build or rebuild the team, enforce qualification discipline and drive new logo acquisition at the same time
- 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
A permanent hire takes four to six months to recruit, three months to serve notice and a quarter to ramp. That is 10 to 12 months of commercial drift before anyone contributes to revenue. An interim CRO is accountable from week one.
£5M+ revenue closed. £15M+ qualified pipeline generated. Measurable impact within 90 days across every engagement to date.
Commercial turnaround
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.
What I deliver
- Evidence-based diagnosis of what is actually broken: ICP, pipeline quality, team capability, qualification rigour and process gaps
- A prioritised fix, covering what changes, in what order and with what expected outcome, presented as a written plan within two weeks
- GTM redesign where needed: messaging, channels, target account strategy and 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 the board: the financial exposure of each additional month of delay, quantified
Most underperforming sales functions already know something is wrong. What they lack is an outside view, a structured diagnosis and someone with the authority and experience to execute the fix, not just recommend it.
Pipeline triage complete by week four. 25% improvement in forecast accuracy within one quarter. Stalled deals qualified and moving. Repeated across consecutive interim engagements.
Pipeline generation
Pipeline does not appear because the strategy says it should. It needs 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 on the sideline.
What I deliver
- 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 and channel selection
- Open doors at enterprise accounts through a network of 6,500+ active decision makers across EMEA, the Americas and APAC
- Qualify every conversation hard from the first meeting, with 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
Most businesses have a pipeline problem disguised as a sales strategy problem. The fix is not another process or framework. It is someone who gets on the phone, writes the emails and converts cold introductions into commercial conversations.
£950K revenue bookings and £2.6M qualified pipeline within 12 months of a single engagement.
Team development
A capable sales team without a playbook is guessing. A playbook without a coaching rhythm is shelfware. 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.
What I deliver
- 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, 1:1s and improvement tracking against defined benchmarks
- Rapid capability assessment: who can grow, who needs a different role and who is misaligned, based on data and output, not opinion
- Win and loss analysis: exactly where deals are being lost and what to change
- Structured performance standards with accountability: activity benchmarks, qualification minimums and conversion targets
Most sales teams are busy. Fewer are effective. The difference is almost always a playbook the team actually uses and a coaching rhythm that holds them to it. This is not a training course. It is a structured operating change that produces measurable results.
20 to 30% improvement in qualified pipeline conversion within 90 days. Forecast accuracy measurably improved through consistent qualification discipline.
Revenue alignment
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 inconsistent messaging and the pipeline attribution nobody can agree on. I fix the boundary and align both functions around the same number.
What I deliver
- Audit where sales and marketing are misaligned: MQL definition, lead handoff process, messaging and pipeline attribution
- Redesign the qualification and handoff process so marketing generates leads that 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, move marketing from agency-dependent to in-house and AI-driven, improving quality and reducing cost together
- Establish joint reporting: pipeline contribution by channel, conversion rates, CAC and funnel velocity, visible to both functions
Marketing generates leads that sales ignores. Sales blames marketing for poor quality. Messaging contradicts itself between campaigns and conversations. I fix the handoff and align both functions around the same pipeline.
75% improvement in MQL quality. 40% reduction in sales cycle. 55% increase in pipeline conversion. Delivered across a 20 month engagement spanning full sales and marketing operations.
Technology sales
Selling complex technology is a different discipline. Buyers weigh business case, technical fit, vendor risk and competitive alternatives at the same time, 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 the technical evaluation and the commercial decision forward in the same deal cycle.
What I deliver
- 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 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
Enterprise technology deals are long, involve multiple stakeholders and demand credibility across the table: not just with the buyer who raised a hand, but with every person who can veto the deal. That takes experience across platforms, verticals and deal structures. It is not something you improvise.
A DXP practice scaled from $2M to $6.3M in 18 months. £2.06M ARR through partner-led growth. £950K bookings and £2.6M pipeline within 12 months at a bespoke software and AI delivery business.
Where does commercial performance need to change?
Pipeline decaying, a team underperforming, a permanent hire 10 to 12 months from impact: each week without commercial leadership has a cost. One conversation of 20 minutes, with no pitch, no slides and no obligation.