What I Do
If your revenue is stuck and you’re not sure why, or you know exactly why and don’t have the bandwidth or the right person to fix it. These are the ways I engage. The scope depends on the problem. Some clients need a fractional partner inside their business. Some need a strategy and a plan. Some need both. We start with a conversation and build from there.
Most mid-market manufacturers don’t have a Chief Revenue Officer. They have a VP of Sales who reports to the CEO, a founder who is still personally closing deals, or neither. The commercial function runs on relationships, not systems. When the revenue line goes flat or the business hits its ceiling, there’s no one in the building whose job it is to figure out why.
I join your leadership team as a part-time Chief Revenue Officer. I own the revenue function: strategy, org, people, process, and pipeline. This isn’t advisory work. I’m in the building, running the commercial operation, and held accountable to results. Engagements typically run 6 to 18 months at 2 to 3 days per week.
Most industrial sales teams are good at managing existing accounts and terrible at developing new ones. They’re reactive by design: chasing RFQs, responding to inbound, and protecting the base. The territory isn’t mapped. The pipeline is made up of accounts that have always bought, not accounts that should. New logo growth is minimal.
I build the business development infrastructure that turns your sales team from account managers into hunters. That includes territory design, pipeline accountability, CRM governance, and a playbook for how your team opens, advances, and closes a deal in your specific market.
Many mid-market manufacturers have grown without a deliberate commercial strategy. They serve whoever called, quoted everything in front of them, and built a customer base that reflects history rather than intent. They don’t have a clear picture of where to compete, who to go after, or how to differentiate in a way that commands better margins.
I build go-to-market strategy from the ground up, or rebuild what’s not working. That means market segmentation, ideal customer profiling, value proposition development, competitive positioning, and a commercial roadmap with clear milestones and ownership. The output is a strategy your sales team can actually execute, not a 90-page deck that sits on a shelf.
Most mid-market manufacturers don’t have a revenue growth plan. They have a budget. The number was set by extrapolating last year’s results, not by analyzing market opportunity. The board wants a growth story, but the business doesn’t have one, because no one has done the work to build it.
I build the revenue growth plan that sits behind the number: where growth is actually coming from, why, and what it would take to accelerate it. This work combines market analysis, competitive positioning, commercial capability assessment, and a financial model that makes the plan defensible to the board.
Founders and CEOs who run sales themselves hit a ceiling, usually when the business gets to $30 million or $40 million. The same instincts that built the business start to limit it. They know they need to make a transition but don’t have a peer who has been through it and can tell them honestly what they’re getting wrong.
I work one-on-one with founders and CEOs who are navigating the commercial side of their business: building a sales team, transitioning off of founder-led sales, managing a revenue organization for the first time, or making decisions about structure, people, and strategy. These are structured sessions, not open-ended conversations. We focus on the decisions in front of you, not past events.
Some companies need more than a fix in one area. The commercial organization is fundamentally misaligned with the market: wrong structure, wrong people, wrong process, wrong systems. These aren’t tune-up problems. They’re rebuild problems, and they require a different level of engagement.
I lead full-scale commercial transformations: assessing the entire revenue function, designing the end-state, and executing the change. This includes restructuring the organization, replacing or repositioning key players, rebuilding the sales process from scratch, and installing the systems and governance that hold the transformation accountable over time.
My engagements are mid-market manufacturers and industrial companies, $50 million to $500 million in revenue, 100 to 1,500 employees. I work across three ownership types:
The sectors I know best: manufacturing, industrial automation, capital equipment, metal fabrication, automotive supply chain, industrial services, and Industry 4.0 technology. If your business is in a different sector, that’s worth a conversation. Most of the commercial infrastructure problems I fix are not industry-specific.