Who I am

I have spent my career inside businesses scaling through real complexity, not as an advisor, but as an operator carrying quotas in sales and post-sales roles.

At Sky I sold digital inventory to existing TV advertising clients when online advertising was still nascent, finding opportunity in a channel most hadn't considered. Time at the Guardian and then Facebook deepened my ability to grow revenue from existing clients, developing single relationships into multi-million pound strategic partnerships. That work shaped how I think about the post-sale operating system today.

At the early stages of Workplace from Facebook I led net new logo acquisition in the UK as part of the founding sales team, before designing new ways of working that brought visibility from the sale into our post-sale approach, unlocking expansion revenue.

Moving to Deliveroo I rebuilt the client team from the ground up, establishing structured servicing strategies for the accounts representing over half of total UK revenue. As the business grew I evolved this approach several more times, instilling routines that unlocked upsell revenue, renewal preparation and incentives to reward the team for achieving both. Most recently I used that experience to design Deliveroo's end-to-end GTM change management and capability approach in support of client and sales teams globally.

Through all of this, the same pattern kept appearing. Sales teams gathered rich intelligence about why clients bought and what problems they were solving. That intelligence disappeared at handoff. Client teams inherited accounts without context and lacked the routines, focus and intentional structure that sales took for granted. I knew this pattern well, and then I became the client. Sitting on the receiving end of several B2B SaaS post-sale experiences, I saw from the other side exactly how much opportunity was being left on the table.

That is why I launched Commercial by Design.

Who I do my best work with

Founders who need to show a more efficient growth story ahead of the next funding round. CROs who are exceptional at winning new logos but are struggling to extract growth from their existing customer base. If that's you, or if you're a board member asking whether your business has the commercial infrastructure to justify the next phase of growth, we should talk.