I help SME and mid-market companies build the commercial engine investors expect: a credible go-to-market, a predictable revenue model, retained customers, and a leadership team capable of carrying the next stage of growth. Twenty years across SaaS, telecoms, EV infrastructure, digital media and consumer — influence on three successful exits, multiple institutional fundraises, and global teams of up to 150.
Selected results delivered across interim, executive and advisory engagements with VC-backed, PE-backed and listed parent businesses.
The hardest commercial work happens after the founders have proved the idea works and before the business has the leadership bench to carry it through scale, due diligence and exit. That is the moment I'm built for.
Whether the goal is to fix retention, rebuild go-to-market, professionalise account management, integrate an acquisition, or get the commercial story diligence-ready, I embed quickly, lead from the front, and leave behind a function the next CCO — or the next investor — can build on.
More about how I workEngagements are scoped to the moment your business is in — not to a fixed methodology. Most start with a two-week diagnostic and convert to a defined mandate.
Embedded CCO, Commercial Director or VP for 3–12 months. Used to drive revenue through a defined window — pre-fundraise, post-fundraise, post-acquisition, or during a leadership gap.
DetailGet the commercial function diligence-ready. Revenue quality, churn, pipeline, unit economics, customer concentration, GTM credibility — addressed before a data room or an investor committee can flag them.
DetailRebuild the commercial operating model: GTM, pipeline rigour, account management, customer success, retention. Especially relevant for SaaS and recurring-revenue businesses preparing for the next stage.
DetailBoard-level support for founders, CEOs and investor groups. Long-term partnership alongside an existing leadership team — strategy, commercial governance, and development of the next generation of commercial leaders.
DetailEngagements are presented anonymously — investors, NDAs and active mandates are respected. Full briefs available on request.
Interim VP brought in to professionalise CS, sales implementation and retention ahead of the investor's planned exit window.
VP Sales across a 16-month window covering deployment of £80m of growth capital and a £50m follow-on raise.
Commercial Director and Global VP of Customer Success across UK, US, Canada and Ukraine — $70m+ ARR responsibility.
Paul lifted our commercial function out of founder-mode and into something institutional investors took seriously.
References available on request from CEOs, founders, investors and chairs across the businesses I've supported. Anonymised here in line with active mandates and NDAs.
Request referencesWhat good looks like in the first quarter of an interim mandate — and why the real work is almost always different from the brief on day one.
The commercial gaps that consistently show up in investor data rooms — and how to close them before they slow the round down.
Retention isn't a CS problem — it's the cleanest signal of commercial health a business can show a board, an investor or an acquirer.