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APPROACH

How I work

My background spans strategic marketing and brand, sales, retention and service delivery, with direct revenue and P&L accountability. I therefore look at commercial performance as a system - how proposition, acquisition, conversion, retention and delivery fit together, and where misalignment is constraining revenue.

  1. Find the constraint

    Commercial problems are rarely contained within one function. I start by establishing where revenue is being created or lost across the commercial system, combining commercial data, customer evidence and the judgement of the teams closest to the work. The aim is a shared diagnosis of the few constraints that matter most.

  2. Make the choices

    Once the constraint is clear, the next step is focus: a small number of commercial priorities, clear measures of success and explicit choices about what will not be done. Where the right answer is not yet clear, I use contained, low-risk tests to reduce uncertainty before committing significant time or capital. Resource then follows the priorities that have the strongest evidence behind them, rather than being spread across a growing list of initiatives.

  3. Align the business

    Revenue performance cuts across sales, marketing, product and operations. I work to align those functions around the same customer, proposition, economics and priorities, so decisions reinforce one another rather than optimise one part of the system at the expense of another.

Five principles

  1. Challenge assumptions, including my own.
  2. Focus on what matters most.
  3. Make complexity coherent.
  4. Work with people, not around them.
  5. Hold a high bar for quality.