Commercial 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.
What it turned on
Most commercial leverage sat in the hand-offs between functions, where every team owned its own step and the outcome fell between them. Leading commercially meant holding the whole revenue system — the people and the parts — to one number, and coaching the team that had to reach it, which is a slower job than it sounds and the only one that compounds.
How it went
Four moves, in order.
Setting one number
Making it visible, and making the trade-offs against it explicit.
Aligning the functions
Sales, product, marketing and finance working from the same picture, which mostly meant killing the second picture.
Coaching the team
Building operators who did not need me in the room. The test was whether the motion survived my absence.
Holding the accounts
The enterprise relationships where the relationship was the strategy, and there was no delegating it.
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