The work and what changed.
Below is a selection of client engagements and commercial leadership roles we have held, demonstrating our work and the results. Between us we span many industries and companies - from those in start-up phase seeking repeatable sales, or 20-year old businesses that have stalled and needed to pivot, to mature global corporates where legacy ways need rethinking and a team that operates in the same language. Wherever you are on that spectrum, we can empathise and likely help. Where we cannot, we will say and recommend alternatives where possible.
Client names are withheld. The numbers aren't.
Diagnostics & Recommendations
01
MEDIA · £110M REVENUE · CLIENT ENGAGEMENT
Double-digit growth for the first time in four years.
The situation. A media business backed by a Nordic investment fund had gone four years without double-digit growth, and the board wanted to know whether the problem was the market, the product or the sales organisation.
What we did. A gap analysis of the whole commercial organisation over three months, drawing on customer data, performance data, market dynamics and interviews across the business. We redefined the ideal customer profile and the go-to-market for new verticals, partner channels and regional expansion, then ranked every recommendation by impact against effort.
What changed. The client asked us not to publish the detail, so here is what we can say: double-digit growth arrived for the first time in four years, and deal close rates rose by 20 points.
GLOBAL INFORMATION BUSINESS · NEW DIVISION · LEADERSHIP ROLE
A new division taken from zero to over $1m, double its target.
The situation. A content marketing division had to be launched inside an established sales organisation, with no dedicated team and a first-year number to hit.
What we did. We sized the addressable market and narrowed the focus to three verticals that fitted the ideal customer profile. Rather than start cold, we mined the existing book of business for active accounts and referrals, built messaging and battlecards for each vertical with marketing, embedded a qualification framework and added a renewal cadence to turn one-off projects into recurring revenue.
What changed. Over $1m in twelve months, double the target, with the pipeline running at four times it. 60% of it came from accounts already sitting in the database, and 65% of clients bought again.
MARKET RESEARCH · WIN-BACK · LEADERSHIP ROLE
Lost clients won back, and £340k recovered.
The situation. Thirty per cent of the previous year's clients had churned, mostly to two larger competitors, and the business was losing more often on opportunities above £200k.
What we did. We sorted lost clients into three groups — price-driven, relationship failures and product-fit gaps — because each needed a different conversation. Product and research closed the gaps worth closing. A six-touch win-back cadence led with value rather than “we miss you”, and a client governance plan kept them once they came back.
What changed. 22% of churned accounts returned within twelve months, recovering £340k. The main competitor was displaced at three major media accounts, and £1.2m of RFP wins landed that had never been in the forecast.
Execution & Training
02
TRANSPORT · INSIDE SALES · CLIENT ENGAGEMENT
Close rate from 24% to 38%, in a market that only talked price.
The situation. A UK private taxi operator had a high-volume inside sales team with plenty of activity and not much conversion: no shared methodology, an unreliable forecast and conversations that defaulted to price.
What we did. We installed QUIS™ as a common sales language, mapped the ideal customer and buyer journey, and wrote talk tracks and an objection-handling playbook that moved conversations to value. Funnel analysis showed where each rep was strong and weak, so we paired them accordingly. Then came live role plays, pipeline commitment discipline in the CRM, a pilot of AI research tools and incentives tied to habits, not just revenue.
What changed. The close rate rose from 24% to 38% within six months, qualified meetings rose by 40% and prep time per prospect fell from thirty minutes to ten. New hires now ramp from a playbook rather than from whoever sits next to them.
MARKET RESEARCH · RENEWALS · LEADERSHIP ROLE
36 under-priced contracts lifted to the minimum. 95% of clients stayed.
The situation. An earlier push for market share had left 36 subscription contracts priced between £12k and £20k, against a £24k minimum, all coming up for renewal in the same year.
What we did. We started the conversations 120 days out. The negotiables were agreed internally first — walk-away price, trade-offs and sign-off stages — so the team could negotiate without escalating every call. Then the messaging framework, objection-handling templates, role plays, one-to-one coaching, and a seat at the table for the larger enterprise renewals.
What changed. 95% retention, and a 20% average contract uplift in the first year.
MEDIA · SAAS PRICING TRANSITION · LEADERSHIP ROLE
A pricing overhaul customers pushed back on. 96% stayed
The situation. A move from pay-per-item content to a credits-based SaaS platform made commercial sense and confused almost everyone paying for it. The pushback started before launch.
What we did. We built the target list, flagged the highest-risk clients and set a communication timeline aimed at migrating 90% of them. Every client got the formal notice, then a call explaining it in plain terms, a demo of the platform, wider training for their users and, where the new terms needed it, a negotiation. The sales team worked from one messaging framework throughout.
What changed. 96% product retention, worth £2.3m — six points above the target we set ourselves.
MEDIA · SALES VELOCITY · LEADERSHIP ROLE
40% fewer sellers, more deals closed, and 90% of renewals kept.
The situation. A media company cut its global salesforce by 40%. The team that remained had more leads to handle, the same renewals to protect and the same target to hit, with a retention goal of at least 85%.
What we did. We set qualification and assignment criteria for marketing leads, so the right ones reached the right seller quickly. The team was trained on BANT, with question sets and value templates for positioning. A client engagement workflow set out touchpoints, channels and timing, using sales data to flag at-risk renewals early, and an account taskforce kept retention tied to the wider strategic priorities.
What changed. Deal cycles shortened from four months to three, MQL-to-close conversion rose from 2% to 5%, targets were beaten by 10% and renewals held at 90%, five points above the goal.
Fractional Sales Leadership
03
HEALTHTECH START-UP · £10M TO £20M ARR · CLIENT ENGAGEMENT
£13.6m against a £13m target, and a forecast the board could believe.
The situation. A venture-backed HealthTech was scaling fast on a commercial engine built for a much smaller company: thin CRM discipline, a team structured around history rather than role, and a forecast nobody quite trusted.
What we did. We stepped in as fractional sales leader. We rebuilt Salesforce around the sales process, restructured the team and its incentives against what each role actually required, embedded BANTHI qualification and a weekly forecast rhythm, and sharpened messaging and campaigns with marketing.
What changed. In twelve months lead-to-close rose from 18% to 33%, deal cycles fell from six months to four, forecast accuracy rose from around 50% to 85% and MQLs and SQLs tripled. The year closed at £13.6m against a £13m target.
PRIVATE GROUP · £45M · PRE-ACQUISITION · CLIENT ENGAGEMENT
A business that sold through its founder, rebuilt to sell without them.
The situation. A privately owned business heading into an acquisition had the problem buyers always spot: the founder was the sales process. The expertise lived in one head, and growth depended on one diary.
What we did. We turned the founder's instinct into documented, repeatable sales motions, built the team's capability to run them and put an autonomous structure in place with clear ownership, so the founder could step back without revenue stepping back too.
What changed. Revenue grew from £5.5m to £7.8m in twelve months, a 42% rise, and deal cycles shortened from four months to three. The business went into its acquisition with a sales team rather than a single point of failure.
MARKET RESEARCH · £30M OPERATION · LEADERSHIP ROLE
Forecast accuracy from 50% to 90% in twelve months.
The situation. A 25-person commercial team looking after 250 enterprise accounts, mid-transformation: no standard process, loose qualification, morale under strain and a forecast that was right about half the time.
What we did. We led the function day to day. We mapped the buyer journey and deal stages, codified the methodology, rebuilt Salesforce with pipeline governance and dashboards, and set weekly pipeline and monthly performance reviews. Competency frameworks, clear rules of engagement with specialist teams and incentives aligned to the right behaviours did the rest. The method was then rolled out across the 200-person sales organisation.
What changed. Forecast accuracy rose from 50% to 90% in twelve months, conversion from 18% to 33%, the book grew from £28m to £32m, and the team recorded the lowest attrition of any regional office.
