From traction to repeatable growth.
I help technology companies make the strategic and commercial changes required for their next stage of growth. That can mean a focused GTM or growth-strategy project, or stepping in with fractional or interim commercial leadership.
Designed Scale is for companies whose product, market opportunity or ambitions have moved ahead of the way they sell and operate.
I work with the leadership team on the choices and operating changes required for the next stage.Common situations.
I usually get involved when a growth problem crosses sales, marketing, product and strategy. The company has something real, but the way it goes to market is no longer keeping pace with the business.
Traction without a repeatable sales motion.
Customers get value, but acquisition is still bespoke, founder-dependent or difficult to predict. I help identify enough common structure in the sale for the company to learn, manage and scale.
The move upmarket.
Early adoption can look very different from enterprise buying. Positioning, packaging, proof, process and organization often have to change together.
An operating model built for an earlier stage.
Roles, stages, handoffs, forecasting and tools evolved organically. The CRM often reflects the underlying process problems.
Too many products, markets or directions.
The company is active across too many opportunities, and priorities are no longer clear enough to guide resources and execution.
A new stage for the business.
A funding round, new product, acquisition, geography or leadership change can expose limits in the existing GTM model. I help redesign it around the new stage of the business.
Trying to work out where the constraint is?
I usually start by tracing the issue across the customer, product, offer, sales motion and operating model to see where it actually begins.
Where this work tends to fit.
The mandate changes with the scale of the company. In both settings, I am usually brought in around a meaningful strategic or commercial transition.
Growth-stage technology companies
Companies with real product and customer evidence whose commercial model has not matured at the same pace. I may take operating ownership, run a focused project, or work fractionally with the CEO and team.
Larger companies and business units
In larger companies, the work is more often a consequential, bounded problem: growth strategy, market entry, GTM redesign, positioning and packaging, or a new operating model for a business entering its next stage.
Four ways to engage.
The right format depends on how much operating ownership the situation requires and how long the work needs to last.
Fractional commercial leadership
Embedded executive ownership when a permanent CRO, CCO or CMO is not yet the right answer.
Interim leadership
Higher-intensity commercial leadership through a transition, leadership gap or major reset.
Strategy + GTM projects
A defined problem with a defined outcome: growth strategy, GTM reset, pricing and packaging, commercial operating model or market entry.
CEO + board advisory
Senior thought partnership on growth, strategy and commercial decisions without day-to-day operating ownership.
Experience that maps to the work.
The perspective behind Designed Scale comes from operating roles where strategy, product-market work and commercial execution had to connect.
Developer adoption to enterprise scale.
Complex technology into new markets.
Bespoke enterprise selling toward a more repeatable model.
Strategy and product-market roots, followed by full commercial leadership.
My career moved from strategy and product marketing into CMO, CCO and CRO roles across companies including GitHub, Improbable, Genesis, PayPal and Yahoo. That range is useful when the problem crosses functions.
Have a growth or commercial problem that crosses functions?
Tell me what you are working through. I can usually tell pretty quickly whether I can help.