1. establishing a strategic revenue stream
Engaged at a mid-size business, the brief was to establish a revenue stream that would leverage opportunity that combined the Group's capabilities across its 4 devolved and diverse business units; and also the combined reach of each operating company's client base.
The outcome was compelling, transformational and hugely-value-adding - rapidly adding value with minimal investment.
Working with revenue-owners and leadership, we took a light-touch approach to joining-up across the Group; relying heavily on a community that we established to find opportunity, catalysed by an 'internal broker' and a hub-and-spoke model. Cultural change was profound and enduring.
We found opportunity that delivered multi-million $ revenue in the first year, on a c.$200m base; several times our in-going expectations .. with close to zero investment, minimal incremental cost of sale, a high RoI and growing at 40% into year-2.
Estimating value created using the business' revenue valuation multiple, we created in excess of $30m.
2. INTEGRATING M&A and activating A new VAlue strategy
Engaged at a mid-size buy-and-build business that completed 12 acquisitions in 2 years, the brief was to integrate founder-led M&A into an evolving corporate operating model and simultaneously re-set go-to-market to deliver a sector consolidation value strategy.
The work set the business up for its next phase of growth. The approach was a light-touch integration programme followed by go-to-market transformation.
Working with distributed functional teams, we rapidly migrated, for example, finance, people, supply chain and core functions into the parent, in a 7-workstream programme that 'fit' a mid-market and SME roll-up; and left behind a playbook for future M&A. Delivering benefits defined by cost, efficiency and governance.
On the revenue-side, and working with divisional and business unit leadership and growth teams, we first re-tooled the go-to-market environment for scale. We up-rated CRM systems, disciplines and processes. We segmented the client base. We 'cleaned' and refreshed pipelines.
Then we made structural (and cultural) change. We shifted (some element of) responsibility for sales and key account management from a distributed network of founders to a newly structured go-to-market team. For a designated set of (current and potential) key accounts, we created an account management structure capable of radically increased global market share of a locally-served multi-national client segment.
3. transforming go-to-market on change of ownership
Engaged following a mid-market business' acquisition by private equity, the brief was to was to transform go-to-market for accelerated organic growth and an enhanced value strategy.
Impact was rapid and significant.
Working with growth teams and group leadership, our first step was to rapidly establish an evolving and light-touch CCO function across 5 operating businesses; I leaned-in as group clients officer through transition and change. We refreshed revenue operations across each of the operating businesses and enhanced group-wide governance | finding economies of consolidation | and raising efficiency / effectiveness of business-as-usual revenue operations, which strengthened pipelines and forecast-ability.
Alongside, we created mechanisms to catalyse interaction for revenue synergies across the group. We joined-up client management group-wide for the largest clients, as an overlay to business as usual. We orchestrated the environment to combine propositions across diverse business units for competitiveness and adjacent market entry.
Revenue from key clients grew considerably | competitiveness was tangibly enhanced | access to adjacent market opened up.
The refreshed and evolving go-to-market successfully set-up the business to leverage extended value strategies and at the same time deliver accelerated organic revenue for its new PE owners.
