Expertise. The subjects behind the work.
The commercial decisions behind the work: where to play, what to charge, how to make revenue repeatable, where AI helps, what the market is saying, and how functions align around one number.
The six areas
One mark for each decision.
- Go-to-market
- Pricing and revenue
- Revenue operations
- AI-enabled revenue
- Market intelligence
- Commercial leadership
The record
Six commercial decisions, examined end to end.
Each page sets out the situation, the decision, the method and the question that remained.
Go-to-market
Taking an offer to market.
ICP, positioning, segmentation and channel mix for new offerings and new-market entries: deciding who to win first, why they should care and how the offer reaches them.
Read the work behind itPricing and revenue
The number, and what it signalled.
Willingness-to-pay, pricing models and tiers, and the funnel constraints that quietly capped win rates. One of the fastest levers in the work, and the one least often examined.
Read the work behind itRevenue operations
The system underneath the growth.
The operating system beneath growth: funnel modelling, sequencing, forecasting and capacity planning across markets. The infrastructure that made a number repeatable.
Read the work behind itAI-enabled revenue
The pipeline, with AI carrying the repeatable work.
Sales-pipeline infrastructure from discovery through hand-off, with AI carrying the work that used to consume the week.
Read the work behind itMarket intelligence
Turning a hunch into a forecast.
Competitor and trend tracking paired with financial modelling that turned a hunch into a revenue forecast: the analysis that made a bet an informed decision.
Read the work behind itCommercial leadership
Leading a market and the people in it.
Leading a market and its enterprise accounts: coaching teams and aligning sales, product, marketing and finance around one number.
Read the work behind itStill open
What each one left behind.
- Go-to-market
The wedge worked, and rarely for the reasons written in the plan. What a playbook carries across a border, and what it quietly leaves behind, is the question that became the doctorate.
- Pricing and revenue
A price is judged before it is paid, and the judging happens somewhere no dashboard reaches. What a buyer concludes from a number, before they have used anything, is where this went next.
- Revenue operations
One shared number changed more behaviour than any dashboard. Why that holds, and what happens when a funnel is measured everywhere except at the constraint, is still being worked out.
- AI-enabled revenue
The infrastructure saved hours that were easy to count and changed judgement in ways that were not. Separating what moved from what merely got faster remains the open question, and the one most likely to be answered by whoever is selling the tool.
- Market intelligence
Discarding decision-irrelevant signal turned into a harder discipline: checking whether the number everyone repeats was ever measured at all. Several had not been.
- Commercial leadership
An asset that can leave is priced differently from one that cannot, and an integration plan spends what the deal bought. Both started as things that happened, and became things worth reading properly.
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