Business Development

Revenue a process produces, not a founder.

Buyers pay for revenue a process produces. We install the sales process, the pipeline discipline and the commercial terms that make revenue repeatable, forecastable and transferable.

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What this covers

Ideal-customer definition, qualification criteria and stage definitions; pricing, packaging and deal structure; pipeline management and forecasting; and the key-account, renewal and expansion disciplines that decide how much of each customer the company keeps and grows.

Enterprise accounts are sold the way enterprises buy, with every senior stakeholder brought in early. Deal structure, including what is collected upfront against what sits in the back end, is written down rather than improvised per deal.

Why it moves value

Founder-led sales records are real, but they are hard to underwrite: a buyer cannot acquire a relationship, and an investor cannot scale one. A documented process with clean pipeline data turns the same record into evidence that survives a change of ownership.

Forecast accuracy, pipeline coverage, win rates, price realisation and net revenue retention are the measures capital providers read first. Each is improved directly by the work, and each is reported against an agreed baseline.

What the work leaves behind

Win rates, sales-cycle length and deal size by segment; pipeline coverage by stage; a record of forecast accuracy; the spread of quota attainment; discount leakage; net revenue retention; and sample deals that can be traced from the CRM to the contract and the cash.

At a glance

The pipeline.

Stage
Qualify
Fit against the ideal customer.
Stage
Discover
The problem, the buyers, the timing.
Stage
Propose
Value and terms in writing.
Stage
Negotiate
Price realisation and deal structure.
Stage
Contract
Signed and collected as structured.
Stage
Renew and expand
Renewal starts early; expansion is planned.

Exit criteria at every stageForecast tested against outcomes

The pipeline: shared stage definitions and exit criteria, so the forecast means the same thing to a board, a lender and a buyer.

Workstreams

What the work covers.

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

Ideal customer and segmentation

Which customers the company should pursue, by segment and size, and which it should stop pursuing.

Qualification and stage definitions

Shared criteria for what a qualified opportunity is and what moves it forward, so the pipeline means the same thing to everyone who reads it.

Pricing, packaging and deal structure

Price realisation and discount discipline, packaging that fits how customers buy, and contract terms written for the economics the company needs.

Pipeline management and forecasting

A cadence of pipeline review and a forecast method that a board, a lender or a buyer can test against outcomes.

Key accounts, renewals and expansion

Account plans for the customers that matter most, a renewal process that starts early, and a deliberate path to expansion revenue.

Frontline management

Deal reviews, pipeline reviews and performance management on a fixed cadence, run by the company's own sales leaders.

Sales methodology and enablement

The documented way the company sells, with the materials, tools and CRM workflows that let a new seller follow it.

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

Revenue that transfers: a documented process, CRM history, pipeline held in the system rather than in the founder's head, and contract terms that survive a change of control.

Lenders

Predictability: contracted and recurring revenue, backlog, renewal rates and a forecast that has proved accurate over time.

Equity investors

Growth efficiency: win rates, sales cycle, pipeline coverage, net revenue retention, and evidence that revenue grows as sellers are added.

Questions

What owners and sponsors ask.

We have a strong founder-led sales record. Why change it?

Because capital providers discount what they cannot transfer or scale. The work keeps what makes the record strong and documents it, so the same results become evidence rather than reputation.

What changes first?

Pipeline data, usually. Qualification and stage definitions change what the pipeline reports before they change revenue, which is why both are measured against the baseline agreed at the start.

Does this include pricing?

Yes. Price realisation, discount governance and contract structure are often the fastest commercial levers available, and they are read closely in diligence.

Do you sell on our behalf?

No. The company's own team sells, including the people we help place. We build the system they sell within, with management.

Transaction credentials available upon request.

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