The company I currently lead serves banks, retailers, and cash-in-transit operators through a specialist technology platform that has been trusted across the cash ecosystem for more than twenty years. Its strength lies in its position at the centre of that network. Some customers compete with one another; others sit on different sides of the same…
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…
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 global organization had developed and launched a modern product portfolio designed to replace an aging category across all markets. In the Americas, the transition hadn’t happened. The regional business remained anchored to a legacy variant with declining demand, unconvinced that the modern portfolio would work for their market — while competitors were reading the…
