How I work

Build the direction.Make it work.Lead what comes next.

Commercial strategy, execution and team leadership. I start where the work needs me, then build the conditions for your team to carry it forward.

The embedded mission

A clear direction. A working sales motion. A team to carry it.

1 · DiagnosisRead the system, write the planevery mission opens here
2 · EngineDirect salessourcing → closing
2 · EnginePartnershipspartners, integrators, alliances
3 · EstablishEstablish the approach
3 · RelayOrganise the relay
3 · LeadKeep commercial direction
4 · AlongsideThe buyers' voice·AI for salesfor a team that already sells
Phase 1

The diagnosis and the structure — every mission opens here

I read your sales system against your stage — market, targets, offer, team, pipeline, tools — and I write the plan: positioning, message, voice, priority targets, sequences and campaigns, the engine to run, the stack. It ends in writing, with the baseline we measure everything against.

Two engines of acquisition

Direct, or through partners — the plan says which

Engine 01

Direct sales

Sourcing, sequences, calls, negotiation, closing — full-cycle, on your product.

Engine 02

Partnerships

Referral partners, integrators, alliances, co-selling — opening a market through the people already in it.

The involvement we agree

Establish the approach. Organise the relay. Keep direction.

01

Establish the approach

I start on the ground to test the market, target and offer: prospecting, discovery and closing. Buyer conversations, verbatims and signals feed the strategy. We learn what works before scaling the activity.

02

Organise the relay

When the target profile, process and tools are validated, prospecting can pass to your team, a recruit, an agency or freelancers. I initially keep discovery, closing and follow-up. The relay is based on evidence, not a fixed date.

03

Keep commercial direction

I can stay to lead reviews, coach the team and improve the process as the business grows. We agree the management scope, decision rights and involvement together. The tools and written knowledge remain yours.

Every weekOne read: what moved, what stalled, what I need from you. The pipeline is yours, live, in your tools.
The relayProspecting is the first relay. I can continue to lead the commercial function as the team grows; a handover does not have to end the relationship.
Six of the engagements behind this
What changed in each →
  • A repeatable way to win new projectsConsulting · Singapore
  • Expansion into the Singapore marketConsulting · Bangkok → Singapore
  • Opening Southeast Asia for an Italian manufacturerIndustrial · Italy → SEA
  • A partnership program for a payments platformB2B SaaS · Payments · Bangkok
  • An integration partnership programB2B SaaS · Paris
  • Full-cycle sales leadershipongoingB2B SaaS · Crédit Agricole group

Six of 20+ engagements. Client names are withheld at their request — sector, region and stage instead.

In your CRM, on your calls

The strategy is tested in the work: your prospects, your pipeline, your tools. Execution informs the decisions and the handover.

Accountable to revenue

The commercial model is agreed around the role and scope. On hands-on missions, a commission on the revenue I bring aligns the work with the business.

A role that evolves

From initial market learning to part-time commercial leadership: the role evolves with your needs and the evidence from the field. Starting from scratch means the outcome is still to be discovered.

Who it fits

For consulting firms and B2B SaaS that need commercial direction, a sales motion to establish, or an existing team to strengthen. The first conversation determines where I am needed and who will execute.

What it costs

A day rate for the days I commit; for hands-on execution, a commission on the revenue I bring and trailing rights on the clients I sign.

Scoped per mission: the diagnosis, the engine, the role, involvement, duration. Quoted, never listed.

Focused engagements

A specific decision or process to move forward.

Commercial strategy

Read the situation, set the priorities and write the plan your team will run.

Sales team & process review

Review how the team works, identify the friction and agree the improvements with the people executing.

AI in sales processes

Prepare, document and integrate useful AI workflows into the team's existing tools.

A defined scope and deliverable, agreed before the work starts.

Efficiency

For a team that already sells — with or without a mission.

Win-loss interviews

The buyers' voice

I interview the buyers behind your recent deals — won and lost, 30 to 40 minutes each — and bring your leadership the real reasons, verbatims included. Buyers tell a neutral third party what they will never tell the salesperson.

The same interviews with your won clients produce the second deliverable: a case study ready for your sales work. One motion, two products — the insight and the proof.

Two days · in your tools

AI for sales

A short engagement: over two days I set up Claude inside your sales team's tooling — concrete use cases and skills for the recurring work, built on your offer and your pipeline.

  • Call preparation briefs
  • Meeting notes and follow-ups
  • Outreach sequence drafts
  • Pipeline reporting
  • Account and market research

Not an "AI agent" sold as a product — no subscription, no platform. A working setup, configured and documented in your tools, that stays yours.

Both are scoped and quoted per engagement — never listed.