When the order book depends on who answers the phone.
Growth stalls when the commercial engine was built for a smaller company. The fix is rarely more effort. It is structure.
Where the order book stalls
Flat revenue usually traces back to one of four things:
A few accounts carry the company
Lose one account and the year looks different. Nobody has had time to build the replacements.
Price and margin by habit
Rates set years ago, discounts given in the room, and no one can say which customers make money.
Marketing and sales in separate rooms
Marketing generates activity, sales chases its own leads, and the pipeline belongs to neither of them.
Distributors own the customer
In export markets an agent holds the relationship, and head office sees only the orders.
A fractional commercial leader studies the whole revenue engine and repairs it in the sequence that shifts the result: accounts first, then pricing, pipeline and people. They remain until the new way of working holds without them.
Who this is for, and who it is not
Best for
- Revenue that has plateaued after the early channels ran their course
- Marketing spend going out with little pipeline you can trust coming back
- Sales and marketing pulling apart, with no one owning the number
- A founder still carrying the commercial engine personally
- A new segment or market that needs a proper go-to-market motion
Not for
- A single campaign or asset an agency could deliver and hand back
- A business with no product-market fit or revenue to build on yet
- A tactical execution gap a specialist hire would fill
- Teams unwilling to give one operator ownership of the number
Rebuilding how you sell
Your sales engine gets rebuilt by an operator with a track record of doing so, and we keep reviewing the engagement alongside you.
Numbers watched, drift named
If the numbers start to drift, we say so and adjust the brief with you.
Pricing and tender specialists
Pricing, tenders and distribution each have people in the collective the executive can call on.
Accounts kept with the company
We keep the brief, the notes and the relationship, so a new executive picks up where the last one stopped.
Able to sell in Spanish
Spanish buyers negotiate in Spanish, and so must the person leading your sales team.
From diagnosis to revenue momentum
A structured engagement that moves from diagnosis to a working pipeline within months.
Commercial diagnostic (weeks 1–2)
Audit your current position, spend, attribution, pipeline, ICP definition, competitive positioning, team capability — and which commercial gap is the real constraint.
Strategy and sign-off (weeks 3–4)
A clear, actionable go-to-market strategy with prioritised channels, 90-day milestones, and commercial KPIs.
Execution begins (month 2–3)
Channel activation, team direction, agency management, content and campaign deployment.
Ongoing commercial review
Monthly pipeline tracking. Continuous optimisation. Your commercial leader stays accountable for revenue outcomes.
Do you need a fractional CMO, a CRO, or something else?
Revenue plateaus for different reasons. The right operator depends on where the commercial system is breaking.
The right commercial leader leads revenue growth: CMO, CRO, or both.
Revenue growth usually starts as a commercial leadership problem, but delivery and unit economics often decide the outcome.
Revenue leaders from
