From the founder closing deals to a team that sells.
Revenue stalls when sales, pricing and marketing each run on their own habits. Fixing one in isolation just moves the problem.
Why growth stalls
In Amsterdam companies the same patterns appear:
A small home market runs out
Dutch companies reach the edge of the domestic market early and meet buyers abroad who behave differently.
Marketing and sales do not share a number
Each reports success and the pipeline does not move.
Price was set once
A launch number, defended by habit and discounted by whoever is on the call.
The pipeline is optimism
Reviews that describe what the team hopes will close.
With a fractional CRO or CMO the commercial engine gets rebuilt: positioning, pricing, pipeline discipline and a sales motion that runs when the founder is absent. They own the revenue number and answer for it.
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
What sits around the revenue seat
Revenue work touches sales, marketing and pricing at once. We keep the brief joined up and stay involved while it runs.
A rhythm of review
We meet you and the executive on a fixed cadence and adjust the brief with you if the pipeline drifts.
Commercial colleagues on call
Pricing, packaging or a new channel can be tested with other revenue leaders in our collective of 800+.
Continuity on our side
We hold the brief, the targets and the history of the engagement, so a new search after a change of executive begins with that record, not from zero.
Matched on the sales motion
We match on deal size, cycle and market. A leader who sold enterprise contracts may struggle with a product-led funnel, and the reverse.
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
