Commercial Review
A fixed-scope review for growing AI, cloud and data companies. It establishes where enterprise sales is getting stuck and ends with independent findings, agreed priorities and a practical action plan.
Discuss a Commercial ReviewWhen an independent review helps
Before changing the commercial plan or making a consequential decision. The scope can span several areas or a single question.
What the review covers
These are possible review areas, not a checklist every engagement must cover. The agreed scope follows your priorities; a specific advisory decision does not require a broad business audit.
- 1
Market, customer and account priorities
Assess the market thesis, ideal customer profile, priority use cases, buying groups and named accounts.
- 2
Sales process, pipeline and live opportunities
Review qualification, sales stages, pipeline quality, deal progression and the evidence behind selected opportunities.
- 3
Forecasting, pricing and revenue assumptions
Examine forecast definitions, pricing logic, commercial assumptions, reporting and the evidence supporting future revenue expectations.
- 4
Partner strategy and hyperscaler co-sell
Review partner priorities, account alignment, field engagement and whether co-sell activity is producing qualified opportunities.
How the review works
Frame the question
Examine the evidence
Set the priorities
Agree the next step
What you receive
At the end of the review, you have:
- Evidence-based findings on the areas and decisions within the agreed scope.
- Explicit decisions on what to continue, change, defer or stop.
- A practical action plan setting out the priority changes, next actions, owners and review points.
- A leadership readout that creates a shared view of the problem and response.
The scope, timetable and fixed fee are agreed before the review begins. The review is complete in its own right, with no automatic continuation.
Building the sales engine
Where the Commercial Review identifies a clear priority, I can work with the founder and team to make the necessary changes. This may include:
Improving deal conversion
Turning founder-led selling into a repeatable process
Defining and assessing sales hires or leaders
Strengthening pricing and revenue forecasting
Building an effective hyperscaler co-sell motion
Your leaders retain ownership of the team and the revenue number. My role is to ensure they have the plan, measures and capability to run it.
Not sure where to start?
The eight-minute GTM Healthcheck helps you identify where your commercial approach may need attention.