Most B2B founders hit seed to pre-Series A with product-market fit and a commercial gap that threatens the next raise. I help you close it.

I work with a small number of founders at seed to pre-Series A to fix the commercial execution gap between product-market fit and enterprise sales. That means three things: fixing revenue models that don't scale, opening Tier 1 enterprise accounts, and positioning commercial traction to support your next raise.

Revenue Model Alignment

Your pricing architecture might be broken. Customers might be delivering ten times the value you're charging. Or your acquisition model is passive and stuck, conferences, inbound, word-of-mouth, which worked when you were validating the product and does not scale when you're raising. I quantify the gap between customer value and your price, redesign the revenue model to match your actual market, and rebuild your ICP so your sales effort lands on accounts that matter. This is foundational work. The rest follows from it.

Enterprise Account Opening

Once the model is right, you need to open Tier 1 accounts at scale. Most founders try to do this themselves and run into account selection problems, no warm introductions, and sales cycles they're not equipped to manage. The deal stalls and the round gets harder. I open these accounts using network and playbook, represent you commercially in Tier 1 conversations, and build the sales infrastructure so the next hire can execute it. I stay until the model scales.

Fundraising Narrative

Commercial traction only matters if investors see it correctly. I frame your commercial trajectory to support valuation and momentum, positioning your revenue model, your pipeline, and your unit economics in the language investors actually think in. That means ensuring your commercial story compounds your fundraising narrative rather than confusing it.

Background

I bring two things: hands-on commercial execution and investment perspective. Most commercial hires understand sales. Few understand cap tables, investor dynamics, and how commercial traction supports a raise. That combination is the basis of the work.

Commercial Execution

CCO at Procorre, a EUR 500M international consultancy. Built the Irish office from zero, scaled to 55 staff, 30%+ annual revenue growth. Built and managed a 40-person sales team across four sites in three countries. Full-cycle B2B sales across enterprise accounts. Founder of two businesses including a vertically integrated food production and hospitality group with full P&L across multiple trading entities.

Investment Perspective

Investment due diligence and commercial assessment across AI, technology, renewables, and medtech. Responsible for deal origination, commercial due diligence, and founder engagement across pre-Series A companies. Legal & General, where I managed relationships with 95 Financial Advisers.

Questions founders ask

Q1How quickly do you make an impact?

The first 30 days are diagnostic: a pricing audit, an ICP review, and an honest read of what's actually real in your pipeline. By day 60 you should see reshaped account conversations and a documented gap analysis tying commercial weaknesses to fundraising risk. The structural work, a repriced model and a pipeline built on real Tier 1 accounts, typically lands in the three to six month range. I'm not running a quick-win exercise. I'm closing the gap that threatens your next raise, and that takes the time it takes.

Q2Do I lose control of my commercial story if I bring you in?

No. I don't run your company. I run the specific gap between where your commercial execution is and where your next investor needs to see it. You set the targets and the narrative direction. I do the account opening, the pricing rebuild, and the positioning work underneath it. Most founders find they have more visibility once the pipeline and the model are documented properly, not less.

Q3How is this different from hiring a sales consultant?

A consultant delivers a deck and leaves. I'm inside the work, two days a week, opening accounts, running the conversations, and adjusting the model as real data comes in. The fee structure reflects that: retainer for the time, success fee on what actually closes, fundraising fee on what actually gets introduced. I'm paid on outcomes, not on a report.

Q4Why does an investment background matter for commercial work?

Because most commercial hires think in quota and pipeline. They don't think in cap table dilution, round dynamics, or what a Tier 1 investor needs to see in your commercial trajectory before they write a cheque. I've sat on both sides: commercial due diligence as an investment manager, and building the sales infrastructure as a CCO. Every account I open and every pricing decision I make is built to strengthen your fundraising narrative, not just your top line.

Q5What stage do you work with, and what if we're not there yet?

Seed through pre-Series A, five to twenty-five people, founder-led sales, with a live product and early customer engagement. If you're pre-product or still validating product-market fit with no customers in the room yet, the work I do won't land yet. The honest answer is to wait until you have a product live and a clear commercial gap to close.

Q6How does the cost compare to hiring a VP of Sales?

A full-time VP of Sales runs £150,000 to £250,000 fully loaded once you account for salary, equity, and onboarding risk, and most companies at this stage aren't ready for one because the infrastructure for them to manage doesn't exist yet. The retainer here is £4,000 to £6,000 a month for two committed days, with success fees tied to results rather than fixed cost. You get senior commercial execution without the full-time commitment or the risk of a bad VP hire at a stage where you can't afford one.

Q7What happens when I'm ready to hire a full-time commercial leader?

That's the right outcome, and I build toward it rather than against it. By the time you need a full-time hire, the model, the pipeline, and the playbook should already exist, which makes that hire faster to make and far less likely to fail. Thirty-day rolling notice on either side means there's no lock-in waiting for that moment.

Engagement Model

Monthly Retainer

£4,000–6,000/month

Two committed days per week

BD Success Fee

Of new commercial contracts closed

Fundraising Fee

2.5%

On fundraising introductions

Equity

0.5%, 2-year vest

6-month cliff, for long-term engagements

Thirty-day rolling notice on either side. I work with two to three companies at a time.

Start a conversation

If there's a commercial gap between where you are and the next raise, let's talk about whether it's the right time to close it.

Book a call