An award-winning commercial enablement function had to be designed and built from the ground up, covering plays, academy, content, engagement, and the platform that runs them. The bar was set high. It had to be measurable, evidenced, and connected to revenue outcomes, not a content library.

What was done

· Designed and led the full commercial enablement function as the accountable VP. Owned the operating model and all four Centres of Excellence (Plays and Pipeline Creation, Academy, Content, Engagement).
· Built the three-tier sales play system from Anchor Value Story through Core Value Propositions to Tactical Plays, with bill of materials and activation.
· Built the Pipeline Creation engine. Cadenced prospecting, marketing-sales-product-inside-sales interlock, pipeline coverage as the managed outcome.
· Built the Academy across Foundations (Ready to Sell), Skills by role, and the Leadership Academy with a proprietary hiring framework.
· Architected the content discipline (hero/L1/L2/L3 tiering, governance, decay management).
· Selected and led implementation of the enablement platform. Designed the engagement model (manager rhythms, deal coaching, flagship events) with a single voice across all of it.

Outcome

Internal Innovation Award for the function and approach. Pipeline coverage uplift of 1.7x to 3.2x off a €6.5 million sales kick-off event spanning 1,650 people. Material improvement in onboarding-to-productivity time. Play adoption and content engagement evidenced at function level. A manager layer enabled to coach deals rather than chase forecasts.

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.

What was done

· Designed the corporate sales strategy. Segmentation, coverage, channel mix.
· Designed and operationalised the partner programme. Tiering, enablement, deal registration, partner business plans, economics.
· Aligned partner and direct motions to remove conflict and create complementary coverage.
· Led the rhythm of business and reporting that gave leadership confidence in partner-sourced and partner-influenced revenue.

Outcome

Coherent partner programme operating in market with clear economics. Partner-sourced and partner-influenced revenue evidenced through structured reporting. Direct and indirect motions complementary rather than competing.

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.

What was done

· Designed the unified commercial operating model post-merger. Segmentation, coverage, organisation design, role architecture, decision rights, governance.

· Designed the unified enablement function using the PACE framework. Single plays system, single Academy, single content discipline, single engagement model.

· Led the lead-to-cash process rationalisation and the supporting architecture decisions.

· Built the rhythm of business and forecast discipline that gave the combined organisation a single source of truth.

· Mobilised the cultural integration alongside the structural one. Recognition, communications, manager activation.

Outcome

Combined commercial organisation operating as one inside the integration window. Orders growth of +2.4 percent representing $6.7 million across more than 2,000 sellers. Sellers operating on a single set of plays, content, and processes across the combined business. Internal Transformation Award.

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.

What was done

· Designed the unified commercial operating model post-merger. Segmentation, coverage, organisation design, role architecture, decision rights, governance.

· Designed the unified enablement function using the PACE framework. Single plays system, single Academy, single content discipline, single engagement model.

· Led the lead-to-cash process rationalisation and the supporting architecture decisions.

· Built the rhythm of business and forecast discipline that gave the combined organisation a single source of truth.

· Mobilised the cultural integration alongside the structural one. Recognition, communications, manager activation.

Outcome

Combined commercial organisation operating as one inside the integration window. Orders growth of +2.4 percent representing $6.7 million across more than 2,000 sellers. Sellers operating on a single set of plays, content, and processes across the combined business. Internal Transformation Award.

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.

What was done

· Ran a structured organisational capability assessment across the commercial organisation. The forerunner of the COMPOSE Sales Model Diagnostic™.

· Designed the enterprise GTM strategy and the operating model that supported it. Segmentation, coverage, account tiering, rhythm of business.

· Architected the data and reporting backbone for executive visibility and forecast discipline.

· Led the cross-functional alignment between sales, marketing, product, and finance behind a single plan.

· Mobilised the change across regions, respecting local market nuance while holding a consistent global standard.

Outcome

Revenue scope of £800 million to £1.2 billion across post-merger commercial integration. Material improvement in coverage quality, segmentation discipline, forecast accuracy, and pipeline coverage. Operating model and rhythm of business embedded across all three regions.