Customer outcomes

Retained to evaluate, design, and deploy the future strategy for a global Financials SaaS product line operating under increasing investor scrutiny. Held full P&L responsibility across Product, Engineering, Services, Customer Success, Marketing, Channel, and Operations.

Stabilised revenue and retention while optimising GTM execution, improving pipeline coverage, forecast accuracy, and customer engagement consistency. Implemented operating cadence, performance visibility, and weekly quality reviews to drive disciplined execution across regions. Alongside delivery, coached and retained key leaders through a period of strategic change, ensuring continuity while preparing the business for the next phase of growth and investment.

Retained by a private equity sponsor to step in as Interim CRO during a critical growth phase. Took ownership of revenue operations, business development, and GTM execution across multiple geographies.

Designed and launched new revenue streams, clarified segmentation and routes to market, and strengthened both direct and partner GTM motions. Introduced forecasting discipline, pipeline quality controls, and operating cadence aligned to investor expectations. The engagement delivered meaningful ARR growth, improved predictability, and positioned the business for exit readiness with a scalable commercial model.

Led the transformation of a traditional document and records management business into a digital-first SaaS platform. The engagement focused on redefining the value proposition, building a scalable GTM strategy, and shifting the organisation from project-led revenue to recurring SaaS models. Designed and executed a global GTM approach spanning direct sales, channel partnerships, and enterprise integrations, while aligning Product, Sales, and Marketing around churn reduction and expansion. Introduced operating cadence, pipeline discipline, and pricing clarity to support sustainable growth.

The business successfully raised seed and acquisition funding, strengthened investor confidence, and positioned itself as a scalable SaaS platform ready for regional and international expansion.

Built and led a multi-million-dollar inbound and outbound demand generation engine across EMEA. The program combined partner co-sell, digital campaigns, and sales alignment to drive scalable pipeline creation. Introduced conversion discipline, funnel visibility, and weekly performance cadence to ensure demand translated into revenue. Achieved sustained high conversion rates while scaling volume.

The initiative became a repeatable growth engine supporting regional and global revenue targets.

Played a senior operating role in a global GTM redesign, focused on transforming partner strategy to support cloud growth. The mandate required aligning local execution with a globally redefined operating model while maintaining revenue momentum. Standardised forecasting, pipeline governance, partner enablement, and big-deal execution across the ecosystem. Introduced clearer accountability between direct sales and partners to reduce friction and improve predictability.

The transformation strengthened channel performance, accelerated cloud adoption, and created a repeatable GTM model aligned with global priorities.

Commissioned to define a long-term growth strategy for Africa, with board-level scrutiny from day one. Authored a comprehensive multi-year growth plan covering market prioritisation, GTM models, channel strategy, talent requirements, and investment sequencing. Worked directly with regional and global leadership to translate ambition into an executable operating model, aligning revenue targets, resourcing plans, and operating cadence. The strategy was subsequently expanded to include Francophone markets, requiring adaptation of routes to market, partner ecosystems, and leadership coverage.

The plan was approved on first submission by the global board, and became the foundation for sustained regional expansion, improved board confidence, and disciplined execution across multiple countries.

Led the design and rollout of a standardised franchise operating model across multiple subsidiary countries. The objective was to ensure consistent GTM execution while allowing for local market nuance. Defined end-to-end operating procedures covering forecasting discipline, pipeline build, partner recruitment and enablement, deal governance, and acquisition integration. Established performance visibility and cadence that leadership teams could rely on.

The plan was approved on first submission by the global board, and became the foundation for sustained regional expansion, improved board confidence, and disciplined execution across multiple countries.

Brought in to stabilise and integrate multiple acquired businesses into a single, scalable operating model across Southern Africa. The mandate focused on aligning go-to-market execution, channel strategy, and operating cadence across newly acquired product lines while protecting existing revenue and customer relationships. Established clear ownership across Sales, Channel, Services, and Product, introducing forecasting discipline, pipeline governance, and deal-review cadence to restore predictability. Integration priorities were sequenced to minimise disruption while accelerating cross-sell and upsell motions across the installed base.

The result was a unified commercial and operating model that strengthened market position, improved execution consistency, and enabled the business to scale confidently across the region.

Led enterprise expansion and retention within complex, multi-stakeholder environments. Focused on value-based selling, executive alignment, and cross-sell motions across strategic accounts. Built GTM partnerships with system integrators and consulting firms to accelerate enterprise adoption. Introduced a forecasting cadence from the ground up, moving the region into top-tier global performance for accuracy and predictability.

The result was accelerated growth, stronger enterprise relationships, and materially improved confidence in revenue outlook.

Designed and implemented a region-wide customer feedback mechanism capturing thousands of inputs monthly. The goal was to create real-time visibility into customer sentiment, churn risk, and product adoption. Integrated insights directly into planning, GTM execution, and customer success prioritisation. Established accountability for acting on feedback rather than reporting it.

This materially strengthened retention and expansion, improved planning quality, and embedded customer-driven decision-making at scale.

Led the scaling of enterprise GTM across multiple geographies, industries, and sub-industries. Re-architected the operating model to support verticalised selling while maintaining execution discipline. Developed leadership benches across markets, introduced scalable GTM frameworks, and aligned subsidiaries to a common cadence and performance standard.

The approach delivered accelerated growth across regions while building long-term leadership and execution capability.

Led the integration of acquired ERP and CRM businesses into a single, coherent operating model. Stabilised the partner ecosystem while launching a unified brand in the region. Aligned GTM execution, partner enablement, and forecasting discipline to restore momentum and confidence. Ensured continuity for customers while accelerating growth.

The result was a massive ROI delivering triple digit revenue growth in the first year. Stabilised channel, improved execution discipline, and built a platform for sustained growth.