The opportunity. The strategy. The business.
The opportunity. The strategy. The business.
I work with founders, CEOs, CMOs, and leadership teams to identify, develop, and execute on what’s next. That can mean commercial strategy, new offerings and business models, strategic partnerships, go-to-market plans, or embedded commercial leadership.
I work with founders, CEOs, CMOs, and leadership teams to identify, develop, and execute on what’s next. That can mean commercial strategy, new offerings and business models, strategic partnerships, go-to-market plans, or embedded commercial leadership.
WHAT I DO
WHAT I DO
Good problems to have.
Good problems to have.
Good problems to have.
01 / FIND THE OPPORTUNITY
01 / FIND THE OPPORTUNITY
“We know there’s more we could be doing. But what?”
“We know there’s more we could be doing. But what?”
“We know there’s more we could be doing. But what?”
You have a strong business, brand, audience, product, community, or other valuable assets. You see potential, but there are a hundred directions you could go. Which opportunities are actually worth pursuing?
You have a strong business, brand, audience, product, community, or other valuable assets. You see potential, but there are a hundred directions you could go. Which opportunities are actually worth pursuing?
What I do: Identify and evaluate opportunities for growth, from new products and services to partnerships, audiences, markets, experiences, business models, and entirely new businesses.
What I do: Identify and evaluate opportunities for growth, from new products and services to partnerships, audiences, markets, experiences, business models, and entirely new businesses.
WHAT YOU GET
WHAT YOU GET
Prioritized opportunities, an assessment of commercial potential and feasibility, and a clear recommendation on where to focus and why.
Prioritized opportunities, an assessment of commercial potential and feasibility, and a clear recommendation on where to focus and why.
EXAMPLE CHALLENGE / Which of our existing assets could support a new product, audience, market, or business model, and which opportunity deserves investment first?
EXAMPLE CHALLENGE / Which of our existing assets could support a new product, audience, market, or business model, and which opportunity deserves investment first?
02 / MAKE IT SELLABLE
02 / MAKE IT SELLABLE
“We have something valuable, but don’t know how to sell it.”
“We have something valuable, but don’t know how to sell it.”
“We have something valuable, but don’t know how to sell it.”
You have a product, capability, audience, or idea that needs to become a compelling commercial offering.
You have a product, capability, audience, or idea that needs to become a compelling commercial offering.
What I do: Turn valuable assets and ideas into commercially viable offerings with a clear buyer, value proposition, and business model.
What I do: Turn valuable assets and ideas into commercially viable offerings with a clear buyer, value proposition, and business model.
WHAT YOU GET
WHAT YOU GET
A defined offering, target buyers, pricing and economics, sales narrative, and go-to-market plan.
A defined offering, target buyers, pricing and economics, sales narrative, and go-to-market plan.
EXAMPLE CHALLENGE / We have an audience or capability that buyers could value. What exactly are we selling, who should buy it, and how should the economics work?
EXAMPLE CHALLENGE / We have an audience or capability that buyers could value. What exactly are we selling, who should buy it, and how should the economics work?
03 / MAKE PARTNERSHIPS WORK HARDER
03 / MAKE PARTNERSHIPS WORK HARDER
“We’re doing partnerships, but there’s no real strategy.”
“We’re doing partnerships, but there’s no real strategy.”
“We’re doing partnerships, but there’s no real strategy.”
Collaborations are happening, but they’re reactive, scattered, or not delivering their full potential across revenue, customer acquisition, distribution, and brand growth.
Collaborations are happening, but they’re reactive, scattered, or not delivering their full potential across revenue, customer acquisition, distribution, and brand growth.
What I do: Design partnership strategies and programs that create measurable business value rather than partnerships for the sake of partnerships.
What I do: Design partnership strategies and programs that create measurable business value rather than partnerships for the sake of partnerships.
WHAT YOU GET
WHAT YOU GET
Partnership priorities, target partners, deal structures, success metrics, ownership, and a repeatable program.
Partnership priorities, target partners, deal structures, success metrics, ownership, and a repeatable program.
EXAMPLE CHALLENGE / We keep saying yes to collaborations. Which partners should we prioritize, what should each relationship deliver, and who should own the program?
EXAMPLE CHALLENGE / We keep saying yes to collaborations. Which partners should we prioritize, what should each relationship deliver, and who should own the program?
04 / BUILD THE BUSINESS
04 / BUILD THE BUSINESS
“We want to launch this, but nobody owns it.”
“We want to launch this, but nobody owns it.”
“We want to launch this, but nobody owns it.”
You’ve identified a new business line, partnerships program, or commercial initiative, but need experienced leadership to take it from idea to execution.
You’ve identified a new business line, partnerships program, or commercial initiative, but need experienced leadership to take it from idea to execution.
What I do: Build the commercial strategy, infrastructure, and momentum required to launch a new business or initiative.
What I do: Build the commercial strategy, infrastructure, and momentum required to launch a new business or initiative.
WHAT YOU GET
WHAT YOU GET
A business plan, launch roadmap, commercial infrastructure, an initial partner pipeline where relevant, and hands-on leadership to get it moving.
A business plan, launch roadmap, commercial infrastructure, an initial partner pipeline where relevant, and hands-on leadership to get it moving.
EXAMPLE CHALLENGE / The opportunity has a green light. Who will turn it into a business plan, build the commercial foundation, bring in partners, and lead the launch?
EXAMPLE CHALLENGE / The opportunity has a green light. Who will turn it into a business plan, build the commercial foundation, bring in partners, and lead the launch?
WAYS TO WORK TOGETHER
WAYS TO WORK TOGETHER
Ways to work together.
Ways to work together.
These are starting points, not rigid packages. Engagements can be customized; scope, timing, and the balance of strategy and hands-on leadership depend on the business challenge.
These are starting points, not rigid packages. Engagements can be customized; scope, timing, and the balance of strategy and hands-on leadership depend on the business challenge.
THE BLUEPRINT
THE BLUEPRINT
Find the opportunity. Build the plan.
Find the opportunity. Build the plan.
TYPICAL DURATION / 4–6 weeks
TYPICAL DURATION / 4–6 weeks
A focused strategic engagement for businesses facing an important commercial question or evaluating a new opportunity.
A focused strategic engagement for businesses facing an important commercial question or evaluating a new opportunity.
INCLUDES / WHAT YOU RECEIVE
INCLUDES / WHAT YOU RECEIVE
• Discovery and business assessment
• Discovery and business assessment
• Opportunity identification or evaluation
• Opportunity identification or evaluation
• Market and competitive research
• Market and competitive research
• Commercial strategy and business model development
• Commercial strategy and business model development
• Prioritized recommendations and roadmap
• Prioritized recommendations and roadmap
My role: I lead the assessment and strategy, working closely with your leadership team.
My role: I lead the assessment and strategy, working closely with your leadership team.
Outcome: Clarity on what to pursue, why it matters, and what to do next.
Outcome: Clarity on what to pursue, why it matters, and what to do next.
Explore the Blueprint ↗
Explore the Blueprint ↗
THE BUILD
THE BUILD
Turn the idea into a business.
Turn the idea into a business.
TYPICAL DURATION / 8–12 weeks, depending on scope
TYPICAL DURATION / 8–12 weeks, depending on scope
A more involved engagement for companies developing a commercial offering, partnership program, new revenue initiative, or business line.
A more involved engagement for companies developing a commercial offering, partnership program, new revenue initiative, or business line.
INCLUDES / WHAT YOU RECEIVE
INCLUDES / WHAT YOU RECEIVE
• Commercial offering and business model development
• Commercial offering and business model development
• Go-to-market strategy
• Go-to-market strategy
• Pricing and economics
• Pricing and economics
• Partner or customer targeting
• Partner or customer targeting
• Sales positioning and materials
• Sales positioning and materials
• Commercial launch planning and initial market testing, where relevant
• Commercial launch planning and initial market testing, where relevant
My role: I build alongside your team and lead the agreed commercial workstreams.
My role: I build alongside your team and lead the agreed commercial workstreams.
Outcome: A commercially viable offering or initiative ready to launch or entering the market.
Outcome: A commercially viable offering or initiative ready to launch or entering the market.
Explore the Build ↗
Explore the Build ↗
THE PARTNER
THE PARTNER
Senior leadership when you need it.
Senior leadership when you need it.
TYPICAL DURATION / 3–6+ months
TYPICAL DURATION / 3–6+ months
Ongoing strategic and hands-on commercial leadership for companies that need an experienced partner to develop opportunities, lead initiatives, and make things happen.
Ongoing strategic and hands-on commercial leadership for companies that need an experienced partner to develop opportunities, lead initiatives, and make things happen.
INCLUDES / WHAT YOU RECEIVE
INCLUDES / WHAT YOU RECEIVE
• Embedded commercial leadership
• Embedded commercial leadership
• Business development and partnership strategy
• Business development and partnership strategy
• Commercial priorities and decision-making
• Commercial priorities and decision-making
• Cross-functional leadership
• Cross-functional leadership
• New initiative development
• New initiative development
• Executive and founder advisory
• Executive and founder advisory
My role: I’m embedded as a senior commercial leader, leading initiatives and working directly with founders, executives, and teams.
My role: I’m embedded as a senior commercial leader, leading initiatives and working directly with founders, executives, and teams.
Outcome: Senior-level judgment, leadership, and accountability without necessarily hiring a full-time executive.
Outcome: Senior-level judgment, leadership, and accountability without necessarily hiring a full-time executive.
Explore the Partner ↗
Explore the Partner ↗
I’m also open to select permanent leadership opportunities.
I’m also open to select permanent leadership opportunities.