Operating
Growth, from the inside.
The operator track — the commercial engine behind growth. Go-to-market, pricing, revenue operations, and the AI-enabled sales systems that make an organisation compound rather than merely add up. Built from inside the company.
Approach
How I think about growth.
Four operating habits — the throughline underneath the channels, the dashboards, and the quarterly noise.
Compounding over adding
The best move is the one that makes the next move easier. I optimise for leverage that stacks — not activity that resets to zero every quarter.
Receipts over theatre
Spend, headcount and dashboards are inputs, not proof. I work back from what actually moved revenue, and I'm comfortable retiring what only looks busy.
One system, not silos
Sales, marketing, product and pricing are one revenue system, not a set of turf wars. Most of the leverage hides in the hand-offs between them — which is exactly where I work.
Rigour from the research bench
The doctorate isn't a hobby. The standard of evidence I hold in research is the same one I bring to commercial calls — hypotheses, not hunches.
The job was never more activity. It's growth that compounds.
The remit
The commercial engine.
The channels — paid, search, analytics — sit with specialist delivery teams. My side is the commercial engine that points them at revenue: strategy, pricing, operations, and the systems that tie it together.
ICP, positioning, segmentation and channel mix — for new offerings and new-market entry.
Willingness-to-pay, pricing models and tiers — and diagnosing the funnel bottlenecks that quietly cap win rates.
The outbound operating system underneath growth — sequencing, forecasting and capacity modelling across markets.
Building the sales-pipeline infrastructure end to end — discovery, proposals, contracts and hand-off, with AI doing the heavy lifting.
Competitor and trend tracking, plus the financial modelling that turns a hunch into a revenue forecast.
Leading a market and its enterprise accounts — coaching teams, and aligning sales, product, marketing and finance.
Track record
Where the work was done.
Public roles, described plainly — the commercial and growth work behind each.
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