Technical Founders Build the Future. I Sell It.

Strategic CRO & Revenue Architect for Series A and B Technical Ventures.

Discussion: Q1 Revenue Execution

The Gap Between Product and Revenue

You have built an exceptional product. What is missing is the commercial muscle to deploy it at enterprise scale.

You do not need a consultant explaining theory. You need a Revenue Architect who has executed this before.

My Role

Fixing Founder Led Sales

I take revenue responsibility off the founder's shoulders, professionalizing sales without damaging speed or culture.

Navigating Procurement

I get technical products approved by non technical buyers such as COO, CISOs, CFOs and Risk Officers.

Installing the Engine

I implement CRM, sales playbooks, and hiring standards so revenue becomes repeatable and predictable.

Activity vs Architecture

I do not manage activity, I build revenue systems that protect engineering time and improve cash flow.

Most sales advisers push more activity. More calls. More demos. More CRM hygiene.
That creates movement, not momentum.

My focus is architecture. The decisions that change conversion rates, deal quality, and time to cash.

A typical Series A scenario

A technical company sells a £50k product. The team is busy, but revenue is not compounding.

Common approach

• Increase meeting volume and "coach the team"
• Measure activity metrics
• Accept that engineering gets pulled into low quality demos

My approach

• Audit lost deals and rebuild targeting, qualification, and procurement strategy
• Measure financial outputs, pipeline quality, CAC payback, time to cash
• Protect engineering time, so the product team ships, and sales closes

What this looks like in practice

Diagnose using evidence, not opinions (Days 1 to 7)

I review recent losses and late stage stalls to identify the real constraint.

Example: the team is pitching people who like the product, but do not hold budget.

Install a qualification gate that stops bad demos

No demos unless there is confirmed budget ownership and a clear path through procurement.

Result: fewer demos, higher quality pipeline, and engineering time reclaimed.

Rebuild deal structure around commercial outcomes

I work live deals with you. Packaging, procurement sequencing, and commercial terms.

Goal: higher certainty, larger contracts where justified, and faster cash collection.

Typical outcomes I aim for

• Fewer low quality demos and less engineering drag
• Higher conversion from qualified pipeline
• Cleaner procurement journeys with fewer late stage surprises
• Better cash flow timing, without gimmicks

Discussion: Q1 Revenue Execution

Live Case Study: Geopolitical Risk and AI

Commercial leadership is tested in live markets, not pitch decks.
I currently serve as Commercial Lead for Tenokonda Risk, a Bayesian intelligence platform.

The Challenge:

Selling complex probabilistic risk models to Asset Managers and Hedge Funds.

The Strategy:

Repositioned the commercial narrative from generic analytics to bespoke client driven scenarios such as geopolitical war gaming. This allows clients to model direct P&L exposure from events like a China Taiwan blockade.

The Outcome:

Moved the product from optional insight to mission critical decision infrastructure.

Ready to Scale Smarter?

Let's connect and discuss how our fractional CRO services can help your business achieve its growth goals.