A product that works and a revenue line that does not yet.
The pilots went well. The follow-on contracts are slow, and nobody can say whether the problem is the price, the buyer or the process.
Why pilots do not become revenue
A stalled pipeline is the symptom. The causes tend to be these:
Pilots without a path
Trials end with praise and no agreed route to a purchase, so the deal sits until a budget cycle that nobody mapped.
The buyer is a committee
A clinical or technical champion cannot sign. Procurement and security reviewers can stop the deal, and no one has met them.
Pricing has no anchor
The price was picked from a comparable and has never been tested against the value the customer sees.
The founders do the selling
The people who built the product are the only ones who can explain it, and they cannot be in every room.
A fractional CRO or CMO rebuilds the commercial side: positioning, pricing, pipeline discipline and a process suited to institutional buyers. They answer for the number, not just the plan.
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
Growth leadership for long sales cycles
Selling to hospitals and enterprises takes patience and a plan. We match the revenue leader and keep governance around the engagement.
Check-ins against the pipeline
We meet you and the executive on a set cadence and raise it early if the target and the brief part ways.
Help on pricing and reimbursement
Your revenue leader can draw on our collective of 800+. A pricing question that is really about reimbursement goes to someone who has faced it.
No reset if someone leaves
A change of revenue leader is handled by us: the file stays with us, the replacement search reopens from it and the pipeline changes hands in order.
Right for your buyer
A seller who is right on paper and wrong for a hospital committee costs a year. We match for the buyer as well as the stage.
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
