Strategy
Business Development
Growth isn’t a slide deck. It’s the right model, priced properly, sold repeatedly, and built to compound. I help you find where the next revenue actually comes from, then go and get it.
Where I come in
- New revenue streams. Spotting income the business is leaving on the table and turning it into something you can sell.
- Business models. Moving from one-off fees to recurring, contracted revenue that lifts the value of the whole company.
- Pricing and packaging. Structuring what you sell so it’s easy to buy and priced for margin, not guesswork.
- Partnerships. Finding, shaping and negotiating deals that put you in front of the right audience.
- Positioning. Being clear about who you’re for and why you win, so the market stops confusing you with everyone else.
- Growth strategy. A plan with a spine: where the growth comes from, what it costs, and the order to do it in.
How I work
I start with the numbers and the model, not the marketing. Most businesses don’t have a demand problem so much as a structure problem: the way they package, price and contract is quietly costing them growth. I’ve lived this: I built a certification and platform business from a one-off-fee model into contracted, recurring revenue, and negotiated the partnerships that carried it into new markets.
You get someone who has actually run the P&L, closed the deals and signed the contracts, not a strategist handing you a framework and wishing you luck. Engagements can be a focused piece of work or an ongoing hand on the tiller.
Common questions
Do you work with early-stage or established businesses?
Both. With early-stage founders it’s usually about finding a model that works and getting the first repeatable revenue. With established firms it’s more often about a new income stream, a pricing rethink, or unlocking growth that’s stalled.
Is this a one-off project or ongoing?
Either. Some clients want a defined piece of work: a new revenue model, a partnership landed, a growth plan. Others keep me on a light retainer as a sounding board and operator who already knows the business.
What sectors do you work in?
I’m sector-agnostic, but I’m strongest where I’ve operated: professional services, education and training, certification, and software. The commercial principles travel well between them.