Prioritise and initiate
Identify relevant partner types, define mutual commercial value and open partner conversations.
Growth by Expansion
Identify and qualify the routes that merit investment.
Each engagement is shaped around the opportunity and the evidence the business needs. I work alongside leadership and the commercial team, taking an active role in market while developing the team’s capability through guided execution.
The process
The work advances where the commercial evidence is strongest.
Construct and validate
Develop joint propositions, validate partner appetite and progress viable opportunities.
Progress and decide
Convert validated routes into sales pipeline, establish ownership and decide what to scale or stop.
Growth by Expansion combines commercial assessment with practical execution. Opportunities move into your existing sales process as they emerge.
Stage 01
Prioritise and initiate.
- 01Identify relevant partner types and target organisations
- 02Define the mutual commercial value behind each route
- 03Activate relevant relationships and open partner conversations
- 04Establish where sufficient partner interest exists to proceed
Stage 02
Construct and validate.
- 01Concentrate effort on the most credible routes
- 02Construct and validate joint propositions and use cases with prospective partners
- 03Progress qualified opportunities into the existing sales process as they emerge
- 04Disqualify routes where sufficient mutual value or commercial viability does not emerge
Stage 03
Progress and decide.
- 01Advance the strongest commercial routes and capture the evidence created
- 02Establish ownership of viable partner relationships within the commercial team as they become ready to scale
- 03Document the propositions, working relationships and market evidence developed
- 04Recommend what to develop further, where to stop and whether permanent in-house capability is justified
Client outcomes
Commercial evidence your team can act on.
- A prioritised view of the most credible expansion routes
- Active relationships with the relevant organisations and decision-makers
- Joint propositions and use cases validated with prospective partners
- Pipeline generated as the engagement progresses
- An existing commercial team better equipped to assume ownership of viable partnerships and scale them through the sales process
- A clear basis for deciding what to develop further, where to stop and when permanent capability is justified
Viable routes progress. Weak ones stop. The team takes ownership of what is ready to scale.