The commercial engine wasn’t keeping pace with the product
A growth-stage SaaS business in a specialist market had strong product capability and an established client base. Its commercial operation — sales process, pipeline management, marketing alignment, and client retention — had not evolved to match either its ambitions or the competitive environment it was moving into.
As Chief Revenue Officer I transformed the commercial function systematically. Structured account planning and pipeline management disciplines were introduced, bringing rigor to forecasting and creating visibility that hadn’t previously existed. Sales and marketing were aligned around a shared customer proposition, closing the gap between what the product could do and how it was being positioned and sold. The focus throughout was on building durable capability inside the organization.
Win rates and forecast accuracy improved materially. Client retention strengthened. The organization left the engagement with better processes, clearer accountabilities, and a more consistent approach to market.
Commercial capability built to last — not dependent on who was in the room.