Fractional Chief
Commercial Officer

I help companies win new markets and get more from the ones they’re in. Most people call me when everything is working except the revenue.

"The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn."
Alvin Toffler

The Work

The revenue line nobody owns

The problem

The best product does not sell itself.

It gets sold, delivered and renewed by people who have to be pointed the same way. Founders know this, however it is easy to believe that a good enough product will carry the rest, and the belief usually survives right up until the numbers stop agreeing with it.

What is actually happening is that the revenue line does not sit with a clear owner. Nobody is accountable for revisiting it as the market moves, so the gap compounds quietly instead of showing up as something someone reports. Revenue rarely leaks inside a team. It leaks between them, and because nothing failed loudly, nobody raises it.

I have sat in most of those teams, so I know what each one is not telling the other. The job is finding which handoff is costing you most.

Who this is for

Companies that have moved past proof-of-concept and are now pushing hard on revenue growth. The product works, the model is proven, and growth is starting to outpace the way the business is run. These are good problems to have. They mean you are growing. And they are problems that can be fixed.

Track record

Every seat in the chain.

Product to marketing, marketing to sales, sales to delivery, delivery to retention, and the partnerships underneath all of it. I have worked both sides of most of those handoffs, which is why I can find the leaks. The industry was media. The problem was not.

Twenty years of it across the US, India and Southeast Asia, inside startups that were acquired and global companies scaling at pace. I know what it costs when the parts of a business stop pointing the same way, because I was the one holding them together. Anyone you bring in should be accountable to a number. We define it together before the work starts, and measure against it to the end.

TikTok SEA

Retention system

75 people, six markets

$15M

in additional revenue across a $150M regional portfolio

Worked with the CS team to find the upsell and account growth opportunities, then pitch them.

15%

reduction in churn

Trained the team to catch problems early, built the markers they watched, and wrote the playbooks they used with clients.

LinkedIn India

Account model

35 people, three cities

15%

of total revenue from upsells, up from near zero

Moved account management onto a sales-partnered customer success model with shared targets.

18%

better revenue forecasting, and 20% more of the inventory used

Times Internet

Org redesign

25%

gain in campaign delivery efficiency

Reorganised sales and account management into pods built around verticals and individual sites, so the two sides worked the same accounts together. Campaigns landed better and renewals followed.

26

properties migrated in 90 days, with no revenue lost and no break in ad serving or reporting

Where the seats were collected

FCB Kinnect

$2M

in annual upsell revenue

Shifted a 45-person team from taking orders to advising clients on business outcomes, which is where the upsells came from.

Adify

$500K

in inventory sales in year one

Wrote how clients and publishers got onboarded, then moved into sales and sold against it. Part of the team that took Adify from employee 27 to 175, before a $300M acquisition by Cox.

Martini Media

$20M

up from $8M in twelve months

Supported the sales team through the ramp, running operations, customer success, publisher management and partnerships. 30% faster reporting turnaround at BuzzLogic.

sourceOut

A second revenue line, built from scratch

Started an offline telemarketing channel alongside the online programme. It ran profitably and gave the business a source of leads that did not depend on the online channel. Acquired by Red McCombs Media.

20+ Years of operating experience
8 Markets: US, India and six across Southeast Asia
MBA Human Resource Management
$300M Acquisition scale navigated at Adify

When everything’s working except the revenue.

Start a conversation

How I Work

The Approach

Success is defined before the work begins. Every stage after is measured against it.

The Approach: a six-stage delivery model with a benchmark loop Discover, Diagnose, Design, Implement, Monitor and Optimise, Handover, arranged in an S-curve. Diagnose and Monitor and Optimise are connected by a dashed loop showing that success is benchmarked once and re-measured against the same benchmark, with a joint decision to loop back or move to Handover. 01 DISCOVER The goal Define the outcome that matters, not the tool or tactic. 02 DIAGNOSE The benchmark Where it stands today, and what success means, in the same breath. 03 DESIGN The fix An owner and a measure on every handoff, set against the benchmark. 04 IMPLEMENT The build Built with the people who'll actually use it, day to day. 05 MONITOR & OPTIMISE The proof Re-measured, continuously, against that same benchmark. Not a snapshot. 06 HANDOVER The exit Target hit, or a joint call that the next gain no longer serves the goal. TOGETHER: LOOP OR STOP same benchmark, checked again

Shown here in full. On an engagement, scoped to what the work actually needs.

Working together

One problem. Two levels of commitment.

The seat

I take the revenue line

I sit inside the business as your Fractional Chief Commercial Officer, owning the number and the handoffs underneath it. Design, implementation, monitoring and handover, stages 03 to 06 above. Your team runs it when I leave, because they built it with me.

The diagnostic

We find the leak first

A fixed-fee piece of work that sizes the problem from your own numbers, so you know which handoff is costing you most and what it is worth to fix. Stages 01 and 02 above, sold on their own. It ends with either a plan your team can run, or me taking the seat and running it with you.

Either way, the engagement is scoped individually. Milestones and success metrics are agreed before we begin, and progress stays visible throughout.

Where AI fits

AI is not a separate engagement here, and it is not what this work runs on. Where it belongs, it enters at the design stage: goals first, tools second, built into the systems and rhythms you already have. No pilot nobody adopts, no subscription nobody uses. If it does not move the revenue line, it does not go in.

What changes when we work together

Before

  • The revenue line has no single owner, so nobody is accountable when it slips
  • Revenue leaks at the handoffs and nobody reports it, because nothing failed loudly
  • Marketing is working and revenue still is not, and nobody can say which step is breaking
  • Churn arrives as a surprise, too late to prevent
  • Sales promises what delivery cannot hold, and the client feels the gap
  • Leadership spends its time firefighting

After

  • One owner, one number, reviewed on a fixed cadence
  • Each handoff has a measure attached, so a leak is visible in days, not at quarter end
  • You know which step is breaking, how much it is worth, and who owns it
  • Churn is a forecast, not a postmortem
  • What gets sold is what gets built, because the handover has an owner and a standard
  • Leadership works on the next phase of growth, not this week’s fire

Ready to close the gap?

Whether it is coherence or clarity you are after, let us start with a conversation about what is actually happening in your organisation.

Work With Me