Three engagements. One produced a public outcome, one ended without one, and one is still running. They are anonymised because two of the three are covered by confidentiality and the third is live. No fees appear here, and no client’s internal numbers — only what was built and what is a matter of record.
Nothing on this page claims credit for an outcome. Where something happened after an engagement, the dates are given and the reader can decide what to make of the gap.
April – August 2024
An AI platform in the energy sector
The company had a specialised product, real customers, and a sales function that had turned over almost completely in the months before the engagement began.
What was built
A sales execution assessment scoring ten areas of the commercial function, from ICP through customer success
Six buyer archetypes, each with a full empathy map and product alignment
A nine-stage process for complex deals, with MEDDIC integrated and written entrance and exit criteria at every stage
A champion identifier — the test that separates a champion from a coach before a deal depends on the difference
A three-level discovery framework moving from technical pain to business impact to personal stake
GTM org design with role definitions, a four-stage interview process, and an SDR progression model
A sales technology audit against the existing stack, with a four-pillar replacement architecture
Seasonality analysis across four years of revenue, and the forecast built from it
“I used this qualification strategy on a call with a six-figure deal that had been stuck for two months. Discovered a larger need and two other stakeholders that could use our platform. This guidance isn’t fluff, it really works.”
What is on the public record
The engagement ended in August 2024. In September 2025 — fourteen months later — the company announced a $10.5M Series A, and its deployment footprint had roughly doubled over that period. Both facts were widely reported. Whether the work above contributed to them is not something this page will assert; a great deal happened in those fourteen months that had nothing to do with us.
October 2023 – January 2024
A deep-tech security platform
A self-funded platform with a substantial patent portfolio, built by a founder who had previously sold a company for a nine-figure sum. The technology was genuinely advanced. What it did not have was a buyer it could name.
What was built
Competitive analysis against the established identity and authentication vendors
An ICP defined by company size, sector, regulatory exposure and named decision-makers
Three-tier market segmentation, separating near-term buyers from partnership-led ones
Three buyer personas with empathy maps
A six-stage sales process with discovery frameworks and qualification criteria
Two parallel go-to-market strategies — a partner white-label model and a direct developer model — with unit economics for each
A quarter-by-quarter revenue acceleration plan with pipeline targets at each stage of the funnel
Sector-specific material: a partnership strategy whitepaper and a financial services sales deck
“Wow. This GTM strategy far exceeds my expectations.”
It did not work, and this is the engagement that changed how we sell
Three months in, the engagement ended. Not over the quality of the deliverables — the quote above is from the client, mid-engagement — but because we could not agree on the scope and terms required to actually execute any of it. The strategy had been bought; the execution had not, and neither side had settled up front what success would look like or what it would cost to reach. The engagement produced documents. Documents do not generate pipeline.
Ongoing
A private equity portfolio in advanced manufacturing
Five operating companies under one owner, each with its own systems, its own definitions, and its own view of how it was performing. No comparable read across any of them.
What was built
One set of definitions installed across all five companies, so the holdings can be ranked on evidence rather than recollection
A concentration analysis identifying where revenue growth was masking the absence of a forward book
A post-mortem on a holding whose pipeline had already collapsed, and what caused it — written so the pattern could be recognised elsewhere before it repeated
Cross-company capability mapping: what the portfolio can sell as one supplier that no single company can sell alone
A multi-year commercial path with quarterly proof obligations and stated triggers for abandoning it
Why there are no numbers here
This engagement is live and covered by confidentiality. Every figure, customer name and target stays out. What is shown is the shape of the work — which is the part that transfers to another portfolio anyway. The specifics belong to the client, and will still belong to them after the engagement ends.
What the second engagement changed
Strategy was delivered and never executed, because nobody had agreed up front what success meant or what reaching it would cost. Every engagement now opens with the same 30 days, and it produces three things rather than a document:
1A deal that moved — the sprint works opportunities that are already stuck, not a strategy deck. If nothing on the week-one list moves, the fee is returned in full.
2A readiness baseline and the binding constraint, named — so there is a shared measure of where things actually stand.
3The definition of what counts, agreed by day 30 — before either side commits to what follows.