Go-to-Market Strategy
Define target markets, routes to market, commercial priorities and the actions needed to generate sustainable growth.
Portfolio Company Commercial Growth · Value Creation · Go-to-Market · Sales
Helping Portfolio Companies Turn Potential Into Growth
Technology companies can have strong products, capable teams and significant market opportunities, yet still struggle to turn that potential into predictable commercial growth.
The problem is often not the technology. It can be the proposition, go-to-market strategy, sales process, route to market, CRM or the ability to translate technology into something customers understand and buy.
I work with private equity and VC-backed technology companies, founders and leadership teams to address these challenges and create a clearer path from opportunity to revenue.
Commercial diagnosis
Where is the commercial opportunity?
Portfolio company growth can be held back by connected commercial issues. The challenge is identifying what is actually holding the business back and focusing effort where it can create the greatest commercial impact.
- A proposition that is difficult to explain or differentiate
- An unclear or overly broad target market
- A go-to-market strategy that isn’t delivering
- Sales opportunities getting stuck in the pipeline
- CRM and commercial processes that don’t support scale
- Technology capabilities that aren’t being fully commercialised
- New AI opportunities without a clear route to market
- Founders carrying too much of the sales and commercial responsibility
- A lack of senior commercial leadership at a critical stage of growth
A practical route forward
From portfolio opportunity to commercial growth
01
Diagnose
Understand the proposition, market, customers, sales pipeline, CRM, team and current route to market.
02
Prioritise
Identify the commercial opportunities and constraints that matter most to growth and value creation.
03
Shape
Develop the proposition, go-to-market strategy, sales approach and commercial priorities.
04
Execute
Work alongside the leadership team to put changes into practice rather than simply producing a strategy document.
05
Scale
Establish the processes, metrics and commercial discipline needed to support the next stage of growth.
The connected picture
Commercial growth is more than sales
Improving sales performance is rarely just about asking a sales team to sell harder.
The underlying issue may be the proposition, who the company is targeting, the route to market, the sales process, CRM or technology capability that has not yet been translated into a compelling commercial proposition.
I look across these connected areas and help leadership teams understand what needs to change.
Commercial support
Where I can help
Proposition & Positioning
Clarify what the company does, who it is for, why customers should care and how it should be positioned.
Sales Strategy & Performance
Review sales processes, pipeline, qualification, account development and commercial execution.
CRM & Commercial Processes
Improve how opportunities, customers, pipeline and sales activity are managed, creating better visibility and a more scalable commercial operation.
AI Commercialisation
Identify how AI can strengthen an existing proposition, create new products and services or open up new revenue opportunities.
Commercial Growth Strategy
Turn growth ambitions into practical priorities, initiatives and measurable commercial outcomes.
Fractional Commercial Leadership
Provide experienced senior commercial leadership where a portfolio company needs additional capability without making a permanent appointment.
Investor & Portfolio Support
Provide an independent commercial perspective on proposition, go-to-market, sales capability, technology opportunities and growth plans.
Portfolio value creation
Supporting value creation
Commercial value creation often starts with understanding what is preventing a portfolio company from achieving its growth potential.
That might be an unclear proposition, an ineffective go-to-market strategy, a sales pipeline that is not converting, limited CRM visibility, an underdeveloped route to market or technology capability that has not been translated into commercial value.
I work with management teams to identify these opportunities and turn them into practical initiatives with measurable commercial outcomes.
The aim is not simply to produce a strategy. It is to improve the commercial engine of the business.
Working alongside the business
Supporting the founder and leadership team
I am not there to take over from the founder. My role is to bring experience, challenge assumptions and help the leadership team make better commercial decisions — whether that means working with a CEO on growth strategy, supporting a sales leader, helping a technology team shape a proposition, developing a new route to market or supporting commercial transformation.
What is the opportunity?
What is getting in the way?
What should we change?
What will it take to execute?
What commercial outcome should it deliver?
Experience across the whole commercial picture
Technology, commercial strategy and growth
- Technology, software, sales, pre-sales and commercial leadership
- 25+ years
- Complex technology opportunities and transformation programmes
- £1m–£50m
- Capita technology businesses
- Former Head of Pre-Sales
- Connecting technology capability with customer value and revenue
- Commercial + Technology
My career has spanned technology, software, sales, pre-sales, digital transformation and commercial leadership. At Capita, I led a technology pre-sales function supporting major public and private sector opportunities across propositions, technology strategy, sales and commercial development.
Since then, I have worked directly with technology companies on proposition, CRM, commercial processes, go-to-market strategy and AI opportunities.
Who I work with
Support matched to the situation
Private Equity Portfolio Companies
Technology businesses looking to strengthen commercial performance, improve go-to-market strategy or prepare for their next stage of growth.
VC Portfolio Companies
High-growth technology businesses looking to turn product and technology potential into stronger commercial traction.
Founders & CEOs
Leaders who need an experienced commercial perspective without immediately building another layer of management.
Leadership Teams
Businesses where proposition, sales, technology and go-to-market need to work more effectively together.
Private Investors & Funds
Investors looking for experienced commercial support for portfolio companies or an independent perspective on commercial opportunities and challenges.
The right time
When you might need additional commercial support
You may have a strong product but need a clearer route to market.
You may be growing but the sales process hasn’t kept pace.
You may have a healthy pipeline but lack visibility of what is really going to convert.
You may be entering a new market and need to establish the right commercial approach.
You may have significant technology capability that has not yet been translated into a compelling proposition.
You may be considering an acquisition or investment and need an experienced commercial perspective on the opportunity.
Or you may simply need additional senior commercial capability at an important stage of growth.
How I work
Practical, commercial and focused on outcomes
You don’t necessarily need another consultant producing a strategy document.
You may need someone who can understand the technology, challenge the commercial thinking and work with the leadership team to turn strategy into action.
Understand the opportunity.
Focus the strategy.
Improve the commercial engine.
Turn technology into value.
Create a clearer path to growth.
Start a conversation
Let’s talk about your portfolio company
If a portfolio company is facing a commercial challenge around proposition, go-to-market, sales, CRM, AI or growth, let’s have a conversation about where experienced commercial support could make a difference.