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Corporate Sales Strategy and Partner Programme
The corporate sales function needed a new strategy and a partner programme designed to extend reach into segments the direct organisation could not cover economically. The existing partner motion was disconnected from the direct go-to-market, with overlapping accounts, unclear economics, and inconsistent value propositions.
Building a global sales operation from the ground up
Following a major acquisition, two commercial organisations had to be integrated into one without losing the run-rate. Operating models, processes, tools, plays, and ways of working were duplicative, inconsistent, and slowing the combined organisation down. Sellers were navigating two systems and two cultures.
Bringing two sales teams together after a merger
Following a major acquisition, two commercial organisations had to be integrated into one without losing the run-rate. Operating models, processes, tools, plays, and ways of working were duplicative, inconsistent, and slowing the combined organisation down. Sellers were navigating two systems and two cultures.
Global go-to-market strategy and operating model
A multinational B2B business needed to reset enterprise GTM following years of inorganic growth. Coverage was inconsistent across regions, segmentation lacked discipline, the operating model was federated by accident rather than design, and the data architecture beneath the commercial engine had visibility gaps that made forecast and planning untrustworthy.
