Commercial experience brought into the room.

There's a difference between teaching someone a script and helping them understand what's actually going on in a customer's head. When you teach a script, they sound like everyone else. When you help them understand the pressures, the doubts, and the real reasons people hesitate to change, they start having conversations that actually go somewhere.

I've spent over 30 years leading high-performing commercial teams. I've seen what separates the people who consistently hit their numbers from those who don't. It's rarely product knowledge. It's almost always the ability to make a customer feel genuinely understood, and the business acumen to connect what you're selling to what actually matters inside their organisation.

My background spans sales, marketing, general management and business transformation. That breadth matters. It means I understand the levers that drive commercial performance, not just from a sales perspective, but from the perspective of someone who has run P&Ls, led change programmes and made the decisions that buyers are weighing up on the other side of the table. That shapes everything about how I approach development work.

I specialise in technical specialists. People who know their subject inside out but haven't always been given the tools to translate that expertise into conversations that land commercially. That's the gap I close. And I make sure the development sticks, not just on the day, but over time, so the investment keeps paying back.