Building commercial growth engines for tech and impact companies.

Usually when the product is strong but growth is not yet repeatable, sales still depend heavily on you, or the commercial function needs more structure than the current team can provide. Fractional leadership gives you senior ownership without committing immediately to a full-time executive hire. It can also bring in a fresh perspective faster, with greater flexibility as the company evolves.

Often the issue is not the product itself, but assumptions around ICP, positioning, messaging, acquisition or conversion. I help turn those assumptions into measurable hypotheses, test them quickly and identify where real market signal exists. Expect to be challenged here. Sometimes internal perspectives, especially around a founder's own product, need to be reshaped, simplified or enriched before growth can really move.

Not by removing you from important customer relationships too early. At this stage, you probably hold a lot of the customer knowledge and trust, and that is an asset to nurture, not delegate away too quickly. The first step is to build the structure around you and make that knowledge accessible: target accounts, qualification, pipeline, offer, sales process, CRM and account development. The goal is to progressively replicate what works across the wider team and multiply your reach. You probably won't be out of the sales job tomorrow, but you should become less of a bottleneck.

They do not need to replace the technical team. They need to understand the technology well enough to translate its value, know when to bring technical experts into the sales process, and keep the conversation anchored in the customer's pain points. Much of my work has involved complex B2B products where buyers require education, validation and multiple stakeholders before committing. An external perspective can also help challenge the internal narrative, simplify the message and remove unnecessary technical detail from the value proposition.

There are three formats, with different levels of involvement, ownership and interaction with the wider team. Whatever the format, I generally recommend thinking in 90-day cycles where possible, as this gives enough time to go through a meaningful implementation loop and measure real progress.

I also prefer to start pragmatically, particularly with founding teams. We test the mutual fit, build a first layer of trust and establish a productive working rhythm. Once that is in place, the right level of collaboration usually becomes much clearer and more organic.