Approach
A structured way of working, grounded in evidence and shaped by hands-on commercial experience.
01 / Mandates
Not a service catalogue — the decisions and problems that will most often bring people here.
01
When the business needs a clearer growth direction, sharper priorities or a stronger case for where to invest.
02
When entering a new market, deciding where to play, choosing the route to market or scaling across countries.
03
When proposition, pricing, channels and sales motion need to work as one commercial system.
04
When performance is below potential and the issue sits in the commercial model, operating rhythm or execution.
05
When growth depends on the right partner, distributor, platform, investor or ecosystem relationship.
06
When senior commercial ownership is needed now — before a permanent executive structure is in place or during a defined transition.
02 / The TAIB Method
Frame Diagnose Prioritize Mobilize
Define the real decision: ambition, question, constraints, stakeholders and timing.
Build the fact base: market, customer, competition, economics, commercial performance and operating reality.
Make the choices explicit. Test assumptions, surface trade-offs and focus resources on the few priorities that matter — now and over the longer run.
Turn priorities into action: roadmap, owners, measures, cadence and alignment.
03 / Engagement models
The right one depends on how much of the decision sits with you, and for how long.
Episodic senior counsel when a specific decision or issue needs experienced judgment.
Defined strategic work with clear scope, outputs and timeframe.
Ongoing strategic partnership with recurring access and accumulated context.
Embedded commercial leadership for a defined period or transition.
Next step
If it is not obvious, that is usually the right reason to talk. Thirty minutes is normally enough to work out where the real constraint sits.
Thirty minutes. No pitch deck. No obligation.
