Components of one solution.

01.

Customer journey mapping.

Most of what your customers experience happens in the handovers between your teams.

I map the journey from consideration through to advocacy, recording what your customer does at each touchpoint and how they feel doing it. Underneath sits the internal view: the teams, processes and systems producing each one, so you can see where the gaps are and who owns them, all read against your key personas. Sales sits here too, because the handovers between teams are usually where growth goes missing.

You get the map, a friction analysis and a prioritised redesign.

02.

Commercial strategy.

A commercial strategy is as much about how the business runs as how fast it grows.

I work with your leadership team on where to compete, how to win and what to do first, then on how the business runs behind that direction. That means cross-functional work, getting marketing, sales, product, operations and finance moving toward the same goals.

The business strategy layer sits here too: we set the goals, name who owns each, run quarterly initiatives, and build the rhythm that keeps progress going after each one closes.

03.

Marketing.

Marketing works when it's built around a customer you can describe precisely.

Anything from ICP and persona development at one end to marketing reporting at the other, covering strategy, implementation and mentorship. Building a function from scratch, fixing one that isn't producing, or improving one that works: all three sit here.

I'll set the direction, work alongside your team, and mentor the people who keep it running after I'm gone.

Marketing runs across all four pillars rather than one, because it's growth work.

04.

Customer retention.

Retention is a function somebody has to own.

I'll build the customer function where there isn't one, or refine what you have. Same shape as the marketing work, pointed at the customer: strategy, implementation and mentorship, through to the reporting that tells you who's staying and why the ones who leave, leave.

That covers onboarding, lifecycle and the ownership model between sales, support and success.

Many businesses can name their acquisition costs but lack insight into retention or churn.

05.

Reporting.

You can't run quarterly goals on numbers nobody trusts.

This is often what stands between a strategy and knowing whether it worked. The reporting solution works at two levels, the business view leadership runs the quarter from and the team views underneath it, starting from what each team needs to see. Where it needs specialist data or systems help, I bring in the right partner.

What comes out is one set of definitions, a named owner for each number, and a view of growth that holds as the business changes.

06.

AI readiness.

Most businesses bought AI faster than they can read it commercially.

I look at where AI already sits in your business, whether anyone owns the commercial outcome, and where it's helping or hurting the customer. The work runs on the Trust Line: above it is customer-facing, where a weak AI touch costs momentum and renewals, below it is internal, where AI can move fast as long as the data and quality checks hold.

Three ways in: the AI Readiness Audit, the Search Audit and the AI Playbook.