Running the growth engine your business doesn't have yet.
Fractional chief commercial and growth leadership for businesses turning over $20M to $300M+. We build the strategy, the business case and the commercial infrastructure, then run it alongside your executive team until it performs without us.
For facilities management, infrastructure, building and property services, trade services and construction businesses.
When businesses bring us in
Capability is rarely the constraint. The commercial function that turns it into contracted revenue usually is.
Growth has outrun founder-led selling
The business has scaled on relationships and now needs a system.
A new division needs a commercial engine
Capability is in place. The market doesn't know it yet.
Too much margin sits with subcontractors
A self-delivery case needs to be built, approved and mobilised.
Revenue is concentrated in a few clients
The board wants diversification into sectors that fit.
The board has set a target without a plan
Ambition needs a financial and operational architecture behind it.
The senior commercial seat is empty
The business is ready to grow but is without a senior commercial leader, or is between appointments.
Two directions of growth
We look along both axes before recommending where to invest. Engagements usually combine two or three pillars, starting where the evidence points to the largest, fastest return on the capability you already have.
Linear Deeper into what you have
Vertical integration
Bring subcontracted services in-house where the margin, control and client case justify it.
Client retention systems
Renewal readiness, service reporting and executive relationships built long before the contract ends.
Account development systems
Structured account plans that turn one service line into several across the same client portfolio.
Governance in sales, bids and BD
Qualification gates, bid/no-bid discipline and a reporting cadence the board can rely on.
Lateral Wider into the markets next to you
Market diversification
Sector targeting and entry plans that reduce concentration risk in a small number of clients.
Client solution development
New integrated offers designed around a buyer's problem, taken to market with a pursuit plan.
Opportunity capture
Finding pursuits eighteen months out, shaping them early and converting them into qualified bids.
Business acquisitions
Identifying and assessing bolt-on targets that buy capability, contracts or regional presence.
Tailored to each organisation
No two engagements share the same shape. Each is built around your procurement cycles, your leadership team and where the evidence points first.
We work across sales, operations, finance and technology as part of the executive team, and success is measured against pursuits and contracts rather than calendar months.
What stays when we step back
A qualified pipeline
A steady flow of pursuits identified early and shaped before the tender is released.
Contracts won
New contracted revenue and margin showing up in the P&L.
A functioning sales system
Process, qualification and team structure your people run without us.
Governance the board can rely on
Dashboards, reporting cadence and bid discipline that sustain performance.
Start with a conversation about where your next contract comes from.
An hour with your leadership team, looking at your clients, services and pipeline along both axes. No proposal unless there is something worth proposing.