Most B2B growth problems aren't a strategy problem. They're a chain of three problems treated separately when they should be treated as one: the proposition, the pitch, and the retention. I fix the chain — enterprise B2B, post-Series A. The same chain your board will be asking about at the next update.
The metrics that make an account buy are the same metrics that make it grow. Most companies treat winning and growing as two different problems, run by two different teams, with two different stories. They're one chain: find the value drivers, sell on them, then move them.
I identify the actual value drivers — the specific metrics this account will buy on — and rebuild the offer around them, instead of a generic pitch that only makes sense in your boardroom.
I train frontline teams to sell on those same value drivers, and to disqualify fast — dropping the accounts that were never going to sign or go live — so the team's full effort goes on the slower, harder cycle of winning the accounts built to actually go live and grow.
Post-signature, I keep moving the same value drivers that won the account in the first place. That's what shows up as GRR and NRR, not just logo count — the metric your board will ask about is the one you sold on.
Most ICPs come from a workshop: a few senior people agree on a persona, informed by experience, still fundamentally a qualitative guess. Most firms already have what's needed to do better — Claude or something like it, sitting on top of the CRM, the call recordings, the revenue and retention history. What's usually missing isn't the tool. It's knowing what to ask it. I bring the commercial judgment to interrogate what you've already got and turn it into an actual client profile — built from what happened, not what people remember happening.
Lose fast means dropping, early, the accounts that were never going to sign or go live — before they cost you sales time, implementation time, and post-signature time. Win slow isn't the warning sign — it's the reality of landing a genuine enterprise account: large buying committees, procurement, demonstrations, customisation. The discipline is committing your team to accounts with the best chance of actually going live and growing, not just the ones most likely to book fastest. MEDDPICC exists to make that call early, but most training teaches the acronym and stops. It doesn't connect Metrics, Economic Buyer, or Champion to the value drivers you've just built, or to the accounts your ICP says are actually worth the slower cycle.
You can feel it in the numbers before anyone says it out loud. I'll find out why and rebuild it — enterprise B2B, Series A and beyond.
The real problem usually isn't losing. It's the wins that never go live — sold on the wrong basis, stuck in onboarding, quietly debooked while they eat your team's capacity. I'll fix the qualification, not just the close rate.
Growth rate gets you in the room. GRR and NRR are what get you the multiple. If those numbers are soft, or you can't yet explain why, that's the conversation to have before your investors start it for you.
I've spent 25 years originating, structuring and closing complex enterprise agreements in data-intensive, mission-critical environments — leading the deal team, not just carrying the number. That includes navigating GDPR and data-privacy requirements as standard practice in MarTech, where customer PII sits at the centre of the proposition. It means aligning sales, product, delivery and executive stakeholders behind one value narrative, and keeping qualification disciplined enough that the deals we commit to are the ones built to actually go live.
Most recently I owned retention and expansion economics — GRR and NRR — across a €65m+ global enterprise portfolio at Uberall. Before that, at SAP Emarsys, I built a paid discovery capability that became a recurring €10m+ annual services revenue line, embedded directly into how enterprise deals were won and renewed.
I've operated inside MEDDPICC, value-selling and Challenger-informed environments long enough to know where the framework stops and the actual commercial judgment has to start.
Full history on LinkedIn →