The problem. Pipeline growth has slowed, opportunities are taking longer to close, or the volume and quality of leads is declining. Sales and marketing activity activity is likely still happening, but is not translating into predictable revenue.

How can I help? I can help diagnose where your revenue engine is breaking down – from segmentation, targeting and positioning through to demand generation, lead management, and conversion. Get a clear understanding of the bottlenecks, and a practical plan to rebuild pipeline momentum.

The problem. In many growing businesses, the founder has been the primary driver of sales. But, as a company grows, that model becomes difficult to scale, and new sales teams often struggle to replicate the founder’s success.

How can I help? I can help translate founder knowledge and instinct into a structured go-to-market model. This could include defining target customers, clarifying value propositions, designing sales processes, and building a repeatable revenue engine.

The problem. Marketing and sales may have different priorities, metrics, and definitions of success… leading to frustration, poor collaboration, and lost opportunities. (Read our full blog about exactly this challenge.)

How can I help? I can help design a shared commercial model that unites marketing and sales activity, and drives pipeline and revenue outcomes. This often includes aligning on ICP, segmentation and targeting, redefining the buyer journey and marketing/sales roles, revisiting performance metrics, and creating consistent operating rhythms.

The problem. Ambitious growth targets, investment, or new leadership expectations can expose weaknesses in your existing marketing and sales capabilities. What worked at a smaller scale might not be ready to support the next stage of growth.

How can I help? I can help design scalable marketing and revenue models to support sustained growth. This may include refining strategy, prioritising markets, strengthening demand generation processes, and building the operating model needed to scale.

The problem. Marketing activity may be visible, but its impact on revenue is unclear or underwhelming. Leadership might be questioning whether marketing is focused on the right priorities or delivering meaningful commercial value.

How can I help? I help organisations sharpen their marketing strategy and focus investment on the activities most likely to drive growth. This often involves clarifying target markets, strengthening positioning and messaging, and improving how marketing contributes to pipeline. I can also support the development of your marketing team’s structure and capabilities.

The problem. Your sales teams may be working hard but struggling with inconsistent pipeline, poor conversion, or unpredictable forecasting. Without clear processes, structure, and performance frameworks, growth can become difficult to sustain.

How can I help? I help improve your sales effectiveness through clearer processes, better pipeline management, and stronger alignment with marketing. This often includes refining sales stages, governance models, and the commercial structure and operating rhythms supporting the team.

The problem. Entering new markets, segments, or geographies might present growth opportunities, but can also present risk, and require significant time commitments. Without a clear understanding of the market, customer needs, and competitive dynamics, expansion efforts can struggle.

How can I help? I help your identify the most attractive opportunities, and define clear go-to-market strategies. This might include market and customer insights, segmentation, target customer definition, positioning, and practical plans for entering the market successfully.

The problem. Mergers and acquisitions can create uncertainty around brand, positioning, customer messaging, the structure of marketing and sales teams, and the best way of operating. Without careful integration and clear decisions, organisations risk confusion in the market and internally.

How can I help? I help you align your commercial strategy before, during and after a merger or acquisition process. This can include clarifying brand architecture, aligning go-to-market approaches, and ensuring sales and marketing teams are structured to support the combined organisation, and operate in One Best Way.

The problem. Changes in key commercial leadership roles – sales or marketing leaders, or a restructuring of teams – can create disruption and uncertainty. Teams may lack clarity on priorities, direction, or how success will be measured, or may need support while you deal with an interim period without a leader in post.

How can I help? I provide an independent perspective and source of structure during periods of change. This may include capability assessments, strategy development, mentoring, or helping new leaders establish clear plans and priorities quickly.

The problem. Investments in CRM, marketing automation, or other revenue technology can promise significant benefits but often fail to deliver expected results. Organisations sometimes focus on the technology, rather than the commercial processes it is meant to support.

How can I help? I help ensure technology investments are aligned with how marketing and sales should be working to generate revenue. This includes defining processes, pipeline models, governance structures, and performance metrics before and alongside system implementation.