Private equity & venture capital
Experienced sales leadership to help portfolio businesses deliver on their growth ambitions.
Investment creates opportunity. Delivering on that opportunity requires a commercial organisation capable of turning ambition into predictable revenue.
I work with private equity and venture capital firms, and the businesses they back, to identify commercial performance gaps, strengthen sales leadership and build repeatable sales operations.
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An independent assessment of sales strategy, pipeline, forecasting, sales execution, team capability and commercial management.
Output: A clear assessment of what is working, what is restricting performance, and a prioritised improvement plan.
Explore the Sales Performance Audit02
Hands-on senior sales leadership to develop commercial teams, improve accountability, establish effective management practices and accelerate execution.
Output: Stronger leadership, clearer ownership and a more predictable sales operation.
Explore Fractional VP Sales03
A structured programme to implement improvements across sales process, pipeline management, coaching, forecasting and go-to-market execution.
Output: A more effective, measurable and repeatable commercial engine.
Explore Build & ScaleReporting & accountability
We agree the revenue plan, starting position and commercial priorities with the commissioning business and leadership team. Reporting focuses on the evidence behind performance and the actions needed to support value creation.
Reporting recipients, review cadence and information-sharing boundaries are agreed before work starts. Portfolio-company information remains separate and confidential; measures reflect each business’s context rather than a universal score or guaranteed outcome.
My background spans Adobe, Digitas, Treasure Data and high-growth technology businesses.
I have built and led enterprise sales teams, supported international expansion, delivered major commercial agreements and helped businesses develop the structure required for sustainable growth.
I work directly with leadership teams to turn commercial findings into practical action.
Explore My ExperienceExplore an illustrative scorecard, prioritised findings and a 90-day action plan for a fictional B2B business. It shows the format of the output, rather than results from a client engagement.
View the Sample ReviewAn investment firm or a portfolio company can commission support. Before work starts, we agree the contracting business, who pays, the scope, the decision-maker and who will receive the findings. A review of one company does not automatically include the rest of the portfolio.
We agree responsibilities with the leadership team at the outset. Support can focus on an independent performance review, a specific improvement programme or fractional leadership. The aim is to help the team execute, with clear accountability and without duplicating existing roles.
Confidentiality, permitted access and the recipients of findings are agreed before information is shared. An NDA can be put in place where required. We request the information needed for the agreed scope and agree what can be shared between the investment team and company management.
The reporting scope can include an executive summary, an evidence-based view of commercial risks, a diagnostic scorecard and a prioritised 90-day action plan. Reporting recipients and any ongoing review cadence are agreed with the commissioning business and leadership team.
Yes, subject to the scope and capacity agreed. Each business needs its own brief, assessment and priorities. We can agree a consistent reporting structure across companies while keeping company-specific information separate and confidential.
Typically, relevant CRM and pipeline information, recent sales performance, sales materials and conversations with the CEO, sales leader and selected team members. The exact requests and interview time are agreed upfront. Where evidence is incomplete, the review identifies the limits and information gaps.
The timetable is agreed after scoping the business, the questions to answer and the availability of data and people. We agree the start date, information requests, interview schedule and findings-review date before work begins. The 90-day plan describes implementation priorities, rather than the length of the review itself.
No. A commercial performance review can be commissioned as a defined standalone project. Your existing team can implement the recommendations, or we can discuss fractional leadership or transformation support if further involvement would be useful.
Supporting a portfolio business as an operating partner or corporate finance adviser? Explore how we can work together.
A practical starting point
Whether you have a specific portfolio company facing a commercial challenge or want to establish access to experienced sales leadership across your portfolio, an initial conversation can identify where support would add value.
Book a 30-minute ConversationPrefer to explain your situation first? Send me an enquiry.