An established global hardware and manufacturing business understood, strategically, that it needed to move toward cloud- and IoT-based recurring revenue models. The challenge was not articulating why — the strategic case was clear. The challenge was that the organization’s instincts, culture, and commercial reflexes had been built over decades around physical products and the economics…
A software and consulting organization founded on genuine intellectual distinction had never fully resolved the tension between its founder’s ambitions and the commercial disciplines needed to sustain a healthy business. The result was an organization that carried its losses with a degree of inevitability — talented, respected in its field, but structurally unable to convert…
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…
