Grow with the platforms, without working for them.
Many Seattle companies sell next to, on top of or through the largest platform companies in the world. That can accelerate revenue or consume a small team. The difference is a plan for pricing, channel and who owns which relationship.
Why revenue stalls
The product is good. The commercial engine has not kept pace:
Partner programmes eat attention
Co-selling with a platform opens doors and absorbs weeks, and few teams have counted the cost.
Consumption pricing cannot be forecast
Revenue moves with customer use, and the plan has no cohort view to hold it up.
The founder is the best closer
Every large deal waits for their calendar, and the team learns to wait too.
Marketing and sales count different things
One reports interest, the other deals, and the gap between them goes unexamined.
Pricing, channel, pipeline and the team all come under one fractional revenue leader. They join the key deals, record what works and hire to it, and step back once the engine runs without them.
Who this is for, and who it is not
Best for
- Revenue that has plateaued after the early channels ran their course
- Marketing spend going out with little pipeline you can trust coming back
- Sales and marketing pulling apart, with no one owning the number
- A founder still carrying the commercial engine personally
- A new segment or market that needs a proper go-to-market motion
Not for
- A single campaign or asset an agency could deliver and hand back
- A business with no product-market fit or revenue to build on yet
- A tactical execution gap a specialist hire would fill
- Teams unwilling to give one operator ownership of the number
Around the revenue leader
We embed the revenue leader and keep our support and structure around them while the team learns to sell without the founder.
A regular review
A set review rhythm with you and the revenue leader shows early whether pipeline habits are sticking.
Help with pricing and product
When a sales problem turns out to be about pricing or the product, the collective has someone who has fixed it before.
Continuity is ours to run
Should the revenue leader leave, the handover and the next search are ours to run, starting from the brief we hold.
Matched to the channel
Selling through a platform and selling direct need different leaders. We match on your mix.
From diagnosis to revenue momentum
A structured engagement that moves from diagnosis to a working pipeline within months.
Commercial diagnostic (weeks 1–2)
Audit your current position, spend, attribution, pipeline, ICP definition, competitive positioning, team capability — and which commercial gap is the real constraint.
Strategy and sign-off (weeks 3–4)
A clear, actionable go-to-market strategy with prioritised channels, 90-day milestones, and commercial KPIs.
Execution begins (month 2–3)
Channel activation, team direction, agency management, content and campaign deployment.
Ongoing commercial review
Monthly pipeline tracking. Continuous optimisation. Your commercial leader stays accountable for revenue outcomes.
Do you need a fractional CMO, a CRO, or something else?
Revenue plateaus for different reasons. The right operator depends on where the commercial system is breaking.
The right commercial leader leads revenue growth: CMO, CRO, or both.
Revenue growth usually starts as a commercial leadership problem, but delivery and unit economics often decide the outcome.
Revenue leaders from
