Situations I take on

• sales have stalled or are falling and the cause is unclear
• the commercial director has left and there is no replacement
• investors or the board are pressing on revenue
• the company is being prepared for sale and needs its numbers to move
• there is a sales team, but it performs at a quarter of its potential

How it runs

• Weeks 1–4: diagnosis — funnel, unit economics, people, product, pricing. Output: a plan and a forecast.
• Months 2–4: rebuilding — team, incentives, processes, analytics. First growth.
• Months 5–6: reaching the doubling.
• Months 7–12: consolidation and handover to a permanent leader, so the result does not unwind after I leave.

How I am paid

A fixed component plus a share of the gross-profit growth, over the mandate period and the six months following it — the effect of rebuilding a sales function shows up with a lag. No growth, and you pay only the fixed part. The specific numbers depend on your revenue and margin: what is fair for a SaaS business is not fair for a distributor.

Who I am not right for

I do not take on companies where the founder is unwilling to hand over the commercial function and keeps running it in parallel. A mandate works when it carries real authority.

First step

Twenty minutes. I look at your situation and tell you plainly whether I see the potential to double. If I do not, I will say so rather than sell you something.