CUSTOMER GROWTH FOR COMPLEX B2B TECHNOLOGY COMPANIES
Turn customer value into predictable renewal and expansion revenue
We help B2B technology leadership teams fix the operating model behind customer growth—so renewals, expansion, and adoption stop depending on executive rescue.
When growth depends on executive rescue, the operating model is breaking
Unclear ownership
Sales, customer success, product, and RevOps each hold part of the customer picture—but no one owns the full growth journey.
You have strong products, committed teams, and customers who want more. Yet growth still feels unpredictable: renewals need rescuing, expansion depends on individuals, and leadership spends too much time unblocking issues that should have been visible earlier.
The issue is rarely one team, one tool, or one person. More often, the business has become more complex than the operating model supporting it.
Late risk signals
Renewal risk, declining adoption, or expansion potential is identified after the customer relationship is already under pressure.
Inconsistent coverage
Key accounts do not receive proportionate attention, while lower-value accounts absorb disproportionate time and effort.
Executive rescue
Leaders personally recover relationships, unblock deals, or compensate for gaps the operating model should prevent.
As complexity grows across products, customer segments, regions, and routes to market, the go-to-market operating model can no longer hold the reality of the business.
A different lens on customer growth:
The customer experience is a go-to-market outcome.
Most companies do not have an isolated Marketing, Sales or Customer Success problem.
Customers experience how your business works together—not how well each team performs in isolation.
When coverage, customer value, renewals and expansion are managed separately, capable teams can still leave gaps between them. Those gaps become the risks and missed opportunities leadership is called in to resolve.
The answer is not simply to ask one team to do more. It is to connect the decisions, ownership and ways of working that turn customer value into renewal and expansion.
What changes for your business: customer growth easier to see, lead and sustain
Leadership visibility
See where renewals are at risk, where expansion is credible and what needs to happen next—giving leadership a firmer basis for decisions and forecasts.
When the operating model fits the complexity of the business, customer growth becomes less dependent on intervention and more consistently built into how the business works.
The goal is a system that makes the right commercial actions visible, owned, and repeatable.
Shared ownership
Know who is accountable for customer value, renewal and expansion—and how teams work together when responsibility crosses functions.
Right-sized coverage
Give commercial and strategic enterprise customers distinct but aligned approaches—matching attention and expertise to their needs and growth potential.
Earlier action
Turn customer signals into timely decisions and coordinated action, before a renewal or expansion opportunity becomes an escalation.
This is the shift from fragmented activity to a coordinated customer-growth system.
How I Work
I work with leadership teams to identify what is limiting customer growth, agree the changes that matter and put them into practice.
Personally led, shaped around your business.
I work directly with CEOs, CROs and cross-functional leadership teams. Support ranges from focused assessments and operating-model projects to interim or fractional leadership and ongoing executive advisory.
As a GTM OS™ Certified Partner, I use the framework as a shared diagnostic and operating language—adapted to your business, customer segments and routes to market.
1. Diagnose & prioritise
Identify where customer value, coverage, ownership and execution are limiting renewal and expansion. Agree the constraints that matter most.
You gain: a shared diagnosis and clear priorities for action.
2. Design & align
Define the coverage, renewal and expansion motions your customer segments require—with clear ownership, decision rights and measures.
You gain: an agreed customer-growth operating model.
3. Implement & embed
Put the model into everyday practice through management reviews, coaching, coordinated execution and clear accountability.
You gain: the routines and leadership discipline to sustain the changes.
Why work with me
I have led commercial teams across customer segments, markets, products and routes to market.
That experience helps me distinguish where the business needs shared discipline—and where different customers and markets need different approaches.
My background includes 20+ years of senior commercial leadership at IBM and Red Hat across new business, renewals, expansion and sales development—spanning commercial, mid-market and enterprise customers across multiple industries.
- $200M+ regional P&L responsibility as Head of Digital Sales, UK & Ireland.
- 95% gross retention across a $550M annuity portfolio spanning six European markets.
- A $20M+ qualified-pipeline engine built through a global outbound sales development organisation focused on new-logo acquisition.
Who I work with
You are likely a strong fit if:
- Your customer base has meaningful renewal and expansion potential, but performance varies across segments, markets, products or routes to market.
- Leadership is repeatedly drawn into issues involving coverage, ownership, customer value or forecast confidence.
- You want to address the cross-functional causes—not add another isolated initiative.
We are not the right fit if:
This work is not designed for pre-revenue businesses or companies seeking only renewal calling, lead generation, tactical account management or a standalone CRM project.
I work with UK-, Ireland- and Europe-headquartered B2B technology companies, and EMEA organisations within global vendors—typically with $50M+ in recurring revenue and established commercial and enterprise customer bases.
Start with a GTM Assessment
Where is growth getting stuck—and what deserves attention first?
Growth challenges rarely sit neatly within one function. What looks like a pipeline, renewal or execution problem may have its roots elsewhere.
The GTM Assessment uses the eight pillars of the GTM Operating System™ to examine how your market focus, investment choices, revenue motions, customer value, operations and leadership work together—and identify where deeper attention is needed.
You gain:
• A broader view of where your GTM system may be limiting growth.
• A clearer distinction between visible symptoms and underlying constraints.
• Priorities for what to investigate or address next.
My specialism is turning customer value into predictable renewal and expansion. The assessment looks more broadly—so the next step follows the needs of your business, rather than a predetermined solution.
What leaders say about the GTM OS™ framework
"The GTM O.S. has completely transformed the way we work. Our team is more aligned than ever, and with the GTM O.S. frameworks, we're making better decisions and executing more effectively." — Clelland Green, CEO Benepath