Less reliance on one client, more work you chose.
Many businesses here depend on a few buyers who set the pace of the whole sector. Growth means widening the base before the next downturn does it for you.
Where growth stalls
The business is capable. How it finds work is the constraint:
Concentration risk
A single contract is most of the revenue, and the pipeline behind it is thin.
Tenders written in a hurry
Bids go in late, priced from memory, with references nobody has refreshed.
New sectors are a mystery
Energy, defence and infrastructure buyers work to different rules, and the business does not know where to start.
Export leads with no owner
Asian enquiries arrive at the same inbox as everything else and cool quickly.
A fractional executive builds the bid process, maps the new sectors and sets up an owner for export. They show which work is worth chasing and which only keeps people busy, then hand a working engine to the permanent hire.
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
Our part in widening the base
Widening a client base takes a seller who has done it in a resources economy. We match for that and stay involved once the work begins.
Reviewed against the order book
We check progress at set points against the bid calendar and the concentration numbers, and raise drift before a tender season is lost.
Bid, marketing and export experience on call
Your executive can test a pricing model, a sector entry or an export lead with others in our collective of 800+.
The bid library belongs to you
We keep the brief and the bid process documented, so a change of executive picks up from your pipeline rather than starting again.
Matched to the sector you want
Selling to energy, defence or infrastructure buyers is its own craft. We match to the sector you are moving into.
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
