WORK
What I’ve built, fixed and grown.
Twenty-five years of building GTM functions across startups, scale-ups and established businesses. Here's some of what that looks like in practice.
Distribution Engine | NC Squared
Building a GTM function from scratch around the customer
THE SITUATION
A market leading Salesforce-native lead routing and assignment product with a strong reputation but a declining customer base and falling ARR. No proactive GTM function, teams misaligned, and customer insight not reaching Product and Engineering effectively. Macro headwinds in B2B SaaS made an already difficult brief harder.
WHAT I DID
Built the GTM function from scratch across the UK and US. Defined a clear ICP, built new customer and commercial models, designed the handoffs, introduced a tiered pricing framework, and put the right metrics and performance management in place. Hard people calls were required along the way.
WHAT FOLLOWED
ARR decline stopped and we're back growing. The business landed its first $1m deal, won on the basis of the human centred experience delivered through the buyer journey. That's not a coincidence. It's the whole point..
Distribution Engine is an employee-owned tech business with a market leading Salesforce-native product for lead routing and assignment, used by sales ops and RevOps teams. When I joined there was no GTM function. No proactive sales motion, no customer success, no RevOps ownership, no revenue leadership. Just occasional marketing activity and a single order taker. The business had plateaued and ARR was in decline.
In under 18 months we built a GTM function from scratch across the UK and US. Defined a clear ICP, built new customer and commercial models, designed the handoffs between teams, introduced a tiered pricing framework, and put the right metrics and performance management in place. ARR decline has been stopped and we're back growing. And the business landed its first $1m deal, won on the basis of the human centred experience we delivered through the buyer journey.
| The product has to be great. But in B2B today, people aren’t just evaluating what you sell. They’re evaluating whether they want to be associated with you.
MOO
Building at scale — from $15m to $150m+ and a B2B business from scratch
Nine years at MOO as part of the senior leadership team that grew the business from a £15m startup to a $150m+ global brand. Within that I built MOO Business Services from scratch: a B2B SaaS and print services offering that went from $1m to $50m+ in six years, with over 20,000 customers and an NPS that stayed above 70 throughout.
A lot of that success was design led. MOO was a business that took design seriously not as an aesthetic choice but as a commercial one. The way the product looked and felt, the way the brand communicated, the way the customer experience was crafted, all of it was an expression of genuine customer understanding. That's the human centred to design centred connection in practice, and it's one of the things that made MOO genuinely hard to compete with.
The US was central to that growth. I built GTM teams across Denver, Providence and Boston, as well as an international team in London with French and German speakers. Customer proximity is not optional. Everything else follows from it.
The numbers are ones I'm proud of. But what I'm most proud of is the team we built and the culture we created. MOO was genuinely human centred in how we treated customers and in how we built the team. The commercial results followed from that, not the other way around.
Aareon UK | Arthur · Fixflo
From growth brief to restructuring, and a business turned around.
Aareon is a European proptech business, backed at the time by Advent International, that had acquired two UK SaaS businesses — Arthur and Fixflo — alongside its legacy social housing platform. Three businesses, three teams, three GTM approaches. I joined to grow Arthur and Fixflo specifically.
The growth brief became a restructuring brief as the decision was made to amalgamate the three UK businesses into a single entity supporting three brands. Leading the commercial side of that transition meant making hard calls on people and structure while keeping the commercial momentum going.
A £600k monthly loss became a £200k monthly profit in under twelve months. The work was harder than the brief suggested. It always is.
Mayzing
Global growth strategy across a marketplace and print-on-demand platform
Led global growth strategy at Mayzing, then trading as Moteefe, across marketing, brand, content, design, customer success and sales. A fast-moving marketplace business requiring GTM thinking across multiple customer types and multiple geographies simultaneously.