The formula, proven.

Before

Inbound was manual and slow: every lead was checked and enriched by hand, so first replies took about a day. There was no outbound and no clear ICP. The team took any customer, in any market, on any tier, and discounted hard to win. Without a clear view of where the product created most value, nobody had the confidence to hold price. A new AI agent product was about to launch.

What I did

• Went through all the data and spoke to the whole team: which deals closed fastest, which brought the most value, and which customers got the most from the product.
• Found that value grew with scale: companies with large apps and many users saw returns many times their spend, while small accounts took as much effort for a fraction of the revenue.
• Reset the ICP around larger companies with apps, stepped back from markets where deals were small, slow and heavily discounted, and shifted focus quickly when regional demand changed.
• Rebuilt pricing for the AI product: from a model with many variables to a simple usage-based model, priced on AI usage the way the AI model providers price theirs, so it was easier to buy and grew with the value customers got.
• Led the team that built an AI agent on inbound with HubSpot, Claude Code and our own enrichment. Every form fill is researched, enriched, profiled and qualified within minutes, a reply is drafted and a call set up, and the best leads trigger an alert for an SDR to call straight away.
• Then more AI agents around it: one re-engaging old contacts in the CRM, enriching their data and reaching out on trigger points, and one watching known contacts for buying signals.
• Built outbound from scratch, using app store data, Clay and AI to find companies where the product could make a big difference: a largely automated engine with targeted messaging, hitting about 500 accounts and 4,000 contacts a month. Then came a lot of testing and iteration on the message by person, company and timing, with results building over the months after.
• Owned the forecast, and set the quotas and performance framework for the team across five regions, from SMB to enterprise.

Before

Three generalist salespeople, each working alone on round-robin inbound leads of poor quality. Outbound was meant to happen, but nobody knew how or who to target. The CRM was half-filled and nothing was documented. A new product in a traditional market, sold to people with a few hectares of forest on the side, on a long contract nobody wanted to sign.

What I did

• Qualified up. Small plots took as long to close as large ones, so we moved from part-time landowners to businesses and professional owners. For a team hungry for any sale, that was a real cultural shift.
• Used data to find the land that would qualify, found who owned it, and went to them with outbound.
• Sold it as an investment: return on investment, and carbon credit income on top of a forest they were already growing, with models that showed the return.
• Replaced a long 50-year contract with a one-page first step. Same commitment, but the owner kept control and could pull out. The detail moved to a second contract once the land was agreed.
• Rebuilt the team around an SDR and an AE in every market, plus a key account manager, a team lead, a head of expansion and quality checks on every deal. Grew it from 2 to 12, and moved from Pipedrive to HubSpot as one source of truth.
• Built an enterprise function from scratch, selling to investment funds across markets, which already think long-term about land and saw carbon credits as a new revenue stream. Senior meetings came faster, and several funds signed, each bringing roughly 700 to 5,000 hectares over time.
• Changed the sales culture: hard, shared goals the whole team got behind, and the freedom to meet landowners in person, which closed deals faster.
• Launched new markets with people on the ground: legal checks and an early outreach plan in each, and in Sweden a local partner who already knew most of the landowners, on shared commission.

Before

A small UK business-travel arm inside a consumer app. Then Covid emptied the roads.

What I did

• Started as a consultant on the UK market. Took on every stalled lead and deal in the CRM and ran follow-up campaigns until they signed and took their first journeys.
• Reused my Pronto playbook from the bottom up: found riders expensing trips to their employer, grouped them by company, and asked them to introduce the right person. Then went top down with the evidence: this many of your people already ride with us, even at companies signed with a competitor.
• Became Head of Sales UK, then Global Head of B2B Sales and Customer Success across the UK, France and Russia, adapting the approach to each market, and prepared the market plan for a Dubai launch.
• Through Covid, called every client and made safety the reason to choose us: cleaning after every journey, masks, sanitiser, and still a premium experience, so offices could reopen with confidence.
• Won investment funds and large companies by inviting them to try us on our account, then onboarding every level of the organisation, through legal and procurement sign-off, and proving reliability again and again.
• Moved 300+ corporate clients to a new UK entity.

Before

A consumer app with a cult following and no business customers at all.

What I did

• Went in through the consumer and worked up. I looked at the work email domains of our biggest fans, found their employers, and pitched: “your team already orders from us, so how about lunch for the whole office?”, with offers to feed whole teams.
• Built an office lunch service around a gap nobody filled: staff ordered by a cut-off and everything arrived together at lunchtime, hot and healthy. For some offices it replaced the canteen.
• Won clients including Wise, a regular for team lunches, and Telefónica, which came in looking to replace its in-house canteen.
• Used my network to get Pronto onto Seamless years before others were allowed on. The clincher: many of Seamless's own clients were already ordering from us off the platform. We became one of its best-rated providers.