01Sales leadership, owned and accountable
Stepping in when no one owns the number and the board needs one
Nearshore software development · UK · 12 months
A technology business with no active commercial leadership. Pipeline was unqualified, the forecast was unreliable and the board had no commercial visibility. A permanent hire was 10 to 12 months away. The requirement was a leader who would own the number, not consult on it.
What was done
- Took direct ownership of pipeline and revenue accountability from day one, with no transition period
- Implemented MEDDPICC across all active deals and introduced a weekly forecast cadence with board-level reporting
- Recruited and onboarded two Business Development Managers with a full qualification and onboarding framework
- Deployed AI-enabled lead generation in the CRM, cutting sales admin overhead
£2.6Mqualified pipeline built
25%forecast accuracy improvement
50%reduction in sales admin overhead
02GTM strategy and sales function rebuild
Building a repeatable commercial engine where none existed
Digital transformation · Bespoke software · 20 months
Strong delivery capability, but no repeatable commercial motion. Revenue was reactive and project-led. There was no defined ICP, no outbound infrastructure and no pipeline visibility. The sales function had to be rebuilt while still generating revenue in parallel.
What was done
- Diagnosed the commercial function within 30 days and identified root causes, not symptoms
- Defined the ICP, built market segmentation and designed an outbound playbook from first principles
- Launched a structured outbound motion, with the first pipeline created within 60 days of engagement start
- Embedded deal stages, qualification criteria and pipeline governance into the CRM, creating forecast visibility that did not exist before
£1.5Mnew revenue within two quarters
55%improvement in pipeline conversion
40%reduction in sales cycle length
03New business development and new logo acquisition
Building a $3.2M pipeline from a standing start across three global regions
Connected vehicle data · B2B channel sales · 6 months
A data platform business with strong OEM partnerships but limited B2B commercial reach. No channel infrastructure and no pipeline outside existing relationships. The brief: build new logo pipeline across retail, government and education in EMEA, North America and APAC at the same time.
What was done
- Mapped the ICP across three verticals and three global regions, identifying the right buyers before a single call was made
- Built B2B channel pipeline from zero, taking each target account from cold to active opportunity in under 30 days
- Applied a precise contact identification approach: right person, right organisation, right moment, consistently
- Improved commercial efficiency while building pipeline at volume
$3.2MB2B pipeline built in 6 months
3 regionsEMEA, North America and APAC
29.5%efficiency improvement
04Sales team coaching and playbook development
Turning a capable sales team into one that qualifies, forecasts and closes
B2B technology · Multi-stakeholder enterprise deals · Ongoing
A sales team with ability but no qualification discipline. Deals advanced on gut feel, the forecast was driven by optimism and late-stage losses were frequent but unexplained. No structured methodology was in use. The opportunity: embed rigour without removing energy.
What was done
- Implemented MEDDPICC as a live operating standard, applied to every active deal in the first week rather than introduced as a future initiative
- Ran individual deal reviews with each rep: surfaced risk, identified missing information and coached close plans in real time
- Built a qualification playbook anchored in the Challenger methodology: insight-led openers, commercial tension and cost of inaction framing
- Established a repeatable coaching cadence: weekly deal review, bi-weekly pipeline review and a monthly forecast call with board-ready output
30%increase in qualified pipeline conversion
25%improvement in forecast accuracy
90 daysto measurable change in team behaviour
05Sales and marketing alignment
From disconnected functions to a single commercial engine
Digital transformation · Enterprise solutions · 20 months
Marketing was outsourced and misaligned. Lead quality was low, sales ignored marketing output and there was no shared definition of a qualified opportunity. The CRM was incomplete. The result: a pipeline that looked full but converted poorly, with no visibility into why.
What was done
- Unified sales and marketing under a single ICP, a shared pipeline definition and common qualification criteria, ending the handoff problem
- Brought marketing fully in-house and moved to an AI-driven operation: lower cost, higher output, better targeting
- Rebuilt the CRM as a single source of truth: pipeline, activity, forecast and lead scoring in one place
- Created a lead scoring and handoff framework that both teams designed together, so adoption was immediate because both sides owned it
75%improvement in MQL quality
55%improvement in pipeline conversion
40%reduction in sales cycle length
06Cloud, SaaS, CX and AI-driven technology sales
Taking a new AI SaaS platform to market with no existing pipeline
AI SaaS · DXP · Cloud · Enterprise technology · Multiple engagements
A technology business launching its first AI SaaS product with no pipeline, no validated messaging and no sales motion for the new category. At the same time, enterprise buyers across DXP, cloud and digital experience platforms needed a different commercial approach to the one the team used for services revenue.
What was done
- Designed the full GTM for the new AI SaaS product (ICP, positioning, pricing model and outbound cadence) and launched within 60 days
- Built AI-enabled lead generation that cut prospecting time and improved enterprise targeting precision from day one
- Activated a network of 6,500+ decision makers across enterprise technology, DXP and cloud, accelerating pipeline without cold outreach at scale
- Applied DXP practice-building experience (Adobe, Sitecore, Optimizely) to scale a specialist commercial practice from $2M to $6.3M
215%DXP practice revenue growth in 18 months
£2.06MARR from a partner-led channel built in 6 months
60 daysfrom brief to live GTM motion
