Different companies.
The same commercial situations.

Building a new-business motion from nothing

Where this has runSoftware and SaaS, subscription services, B2B services, and founder-led companies with no sales function.

The product sells when the founder sells it. There is no repeatable way of finding the next twenty customers, and prospecting starts and stops with whoever has time that week.

• Defining the segments and accounts where effort pays off first
• Account and contact research, list building and enrichment
• Outbound across e-mail, LinkedIn, phone and in person
• Messaging and cadences tested against real replies, not opinions
• Qualification, meeting generation and clean CRM administration
• A playbook someone else can pick up and keep running

Carrying multi-stakeholder deals to signature

Where this has runEnterprise software, data and information services, and B2B services selling into organisations with formal procurement.

Opportunities exist and the meetings go well, but deals stall somewhere between enthusiasm and a signature, because nobody is mapping who really decides or organising what has to happen next.

• Stakeholder mapping across the buying organisation
• Structured qualification: budget, timing, decision process, alternatives
• Demos, business cases and proposals built around the buyer's own criteria
• Negotiation and the procurement, legal and security track that comes with it
• Mutual next steps that keep deals moving between meetings
• Honest forecasting: what will close, what will not, and why

Taking ownership of an existing customer base

Where this has runSubscription and recurring-revenue businesses, information services, and product companies with years of customer history in the system.

There are more customers on the books than anyone is actively working. Renewals get handled late, expansion happens by accident, and past buyers who would buy again are never contacted.

• Segmenting the base by value, risk and expansion potential
• Renewals and reorders run on a calendar instead of on memory
• Expansion and cross-sell conversations with an actual reason to call
• Reactivating dormant and lapsed accounts from your own records
• Onboarding, training and adoption work that protects the revenue
• Account plans and handover notes that survive people leaving

Opening a channel that does not exist yet

Where this has runPremium consumer products moving into retail and wholesale, e-commerce brands building a business channel, and companies adding partner or reseller routes.

The demand is visible — business orders arriving through a consumer webshop, retailers asking about terms, partners suggesting a reseller deal — but nobody owns it, so it stays a stream of one-off transactions.

• Reading order and enquiry history for real segments, use cases and triggers
• A proposition, price structure and terms that work for business buyers
• Approaching retailers, wholesalers and partners, including in person
• Order negotiation, follow-up and the path to repeat purchase
• Sales materials, displays and offers that help the product sell on
• A lead-to-order flow that fits the operation you already run

Entering a new market, country or segment

Where this has runInternational vendors entering the Benelux, and Dutch companies opening an adjacent country, segment or vertical.

The proposition works at home. Whether it works in the next market — and what has to change first — is still an assumption, and a permanent hire is a large bet to place on an assumption.

• Market and competitor research grounded in actual buyer conversations
• Positioning and messaging adapted to how that market buys
• A first pipeline built from scratch, in the local language where it matters
• Testing channels, segments and price points against real responses
• Evidence to decide on: what converts, what it costs, what to do next
• Groundwork a first local hire can take over instead of restart

Making the commercial system hold

Where this has runEvery environment above, and on its own for teams that sell well but cannot see what they are doing.

The selling happens, but nothing around it holds. CRM data is stale, ownership is unclear, follow-up depends on someone remembering, and the forecast is a feeling.

• CRM structure, pipeline stages and definitions people actually use
• Data clean-up, deduplication and migration between systems
• Ownership, follow-up rules and handovers that are written down
• Reporting that shows what is moving and what is stuck
• Automation of the repetitive parts of commercial work
• Templates, sequences and materials the team can reuse