Business Development

Demand the company owns, and channels that carry it.

Marketing and distribution decide how reliably a company is found, chosen and supplied. We build both as systems the business owns, measured the way an investor will measure them.

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What this covers

Positioning by segment, demand generation, channel and partnership strategy, distribution relationships, and the marketing operations and data that connect spend to contracted revenue. Distribution here means how the company's products and services reach customers: directly, through partners, and online.

The work starts from the market rather than the brief: the buying language and trigger events already present among the companies a business can serve, worked back to the offer and the message that meet them. What remains is a measurable source of qualified demand that does not reset when a media budget is cut.

Why it moves value

Revenue that depends on one person's relationships, or on attention bought month to month, is discounted in diligence. Demand that is owned, spread across channels and measured from first touch to contract is evidence of durable growth, which is the question every capital provider is trying to answer.

Distribution matters for the same reason. Partner, reseller and referral relationships with written terms and clear economics are assets a buyer can underwrite; informal ones are risks a buyer prices.

What the work leaves behind

Contribution and acquisition cost by channel, pipeline sourced by marketing and its conversion by stage, retention by customer cohort, partner productivity, and win-loss findings, with definitions that reconcile to the company's financial records.

At a glance

Route to market.

Direct
The company's own sellers and key accounts.
Partners and distributors
Resellers, referral and strategic partners, on written terms.
Online
Search, content and the company's own site.

Qualified demand

Owned, not rented, and measured by channel.

Pipeline

Read the same way by marketing, sales and finance.

Contracted revenue

Traced back to the channel that produced it.

Route to market: every channel measured on acquisition cost, payback and contribution, from first touch to contract.

Workstreams

What the work covers.

Prioritised after the diagnostic, each with an owner, a baseline and a timetable.

Positioning and proposition

The value proposition by segment, with the proof each segment's buyers need, written so that marketing, sales and partners say the same thing.

Demand generation

Owned channels that produce qualified conversations: content, outbound and events built around the trigger events that move buyers to act.

Channel and partnership strategy

Distributors, resellers, referral and strategic partners: which to pursue, on what terms and economics, and how their contribution is measured.

Marketing operations and data

CRM discipline and attribution from first touch to contract, so pipeline, conversion and cost of acquisition can be read by channel.

Spend effectiveness

Channel mix and acquisition cost judged against conversion, payback and retention rather than volume.

Customer and win-loss research

Why customers choose the company, why they leave, and why prospects choose a competitor, gathered systematically and fed back into the proposition.

Capital readiness

What capital providers look for here.

Acquirers, lenders and equity investors examine the same business through different questions. The work is prepared against the capital the owner intends to raise, or the sale they intend to run.

Acquirers

Demand that is diversified and does not depend on the founder, brand and channel relationships that transfer with the business, and partner agreements that are assignable. Commercial diligence interviews customers, lost customers and partners, and rebuilds attribution from the CRM.

Lenders

Revenue durability: concentration across customers and channels, repeat purchasing, and pipeline visibility that supports the forecast behind a facility.

Equity investors

Efficient growth: acquisition cost against customer value and payback, channels that scale with investment, and evidence that more capital produces more demand.

Questions

What owners and sponsors ask.

Do you run campaigns or build the function?

We build the function: positioning, channels, operations and measurement, run by the company's own people or by hires we help place. Where a campaign is needed to prove a channel, it is scoped as part of that build.

How is marketing measured?

From first touch to contracted revenue: pipeline created, conversion by stage, and acquisition cost and payback by channel, agreed as a baseline at the start and reported against during the engagement.

Does this apply to companies that sell through distributors?

Yes. Channel economics, partner terms and sell-through data are part of the work, and for many companies they are the larger part of it.

Will a buyer accept our marketing figures?

Only if they reconcile. Commercial diligence rebuilds attribution from the CRM, so the definitions behind pipeline and acquisition cost need to match the financial records before a process opens.

Transaction credentials available upon request.

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