Selected work
What the engagements look like.
Representative engagements — the kind of problem we're brought in for, what we build, and what it produces. Client names are held back under NDA.
From founder-led selling to a repeatable motion
Problem. A founder was closing every deal personally. Two new reps had missed quota for two quarters because there was no playbook to onboard them onto.
Build. Documented the founder's motion into a playbook, rebuilt the pipeline stages and forecasting, redesigned ramp and comp, and coached the reps on live deals for eight weeks.
Outcome. A documented sales motion the founder no longer had to run personally, a ramp the new reps could onboard onto, and a pipeline the team could forecast.
An operator's read before the cheque
Problem. A fund liked a target's growth but couldn't tell how much of the revenue was durable versus founder-driven and discount-led.
Build. Reviewed revenue concentration, win rates, retention, and the sales motion's durability, then wrote a first-100-days plan for the scenario where the deal closed.
Outcome. An evidence-based read on how durable the revenue really was and where the risk sat — enough for the fund to make the call with eyes open, plus a plan to act on from day one.
Opening a new market without burning the runway
Problem. A team wanted to enter a new region but had no read on demand, the local buyer, or which channel would work.
Build. Tested demand, adapted the motion and pricing to the local buyer, identified the first channels and hires, and set go / no-go milestones.
Outcome. A tested view of real demand in the new market, a motion fitted to the local buyer, and clear milestones so the team could commit or step back on evidence rather than hope.
Fixing the go-to-market before raising
Problem. Strong product, lumpy revenue, and a raise coming up that needed a credible commercial story.
Build. Sharpened the ideal customer and positioning, reset pricing, and mapped the first 90 days of channel activity so the pipeline could be forecast.
Outcome. A sharper ideal customer and positioning, pricing that matched how buyers actually bought, and a 90-day plan that made the pipeline forecastable ahead of the raise.
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