CASE STUDIES

Resetting the revenue engine

Nathan worked with Will, Founder & CEO, to lead a full commercial and operational turnaround of a SaaS platform and environmental consultancy operating at ~£1m revenue with c.24 people.

The challenge: While purpose and capability were strong, performance was deteriorating. Client churn was materially higher than leadership realised, Net Revenue Retention was just 74%, and new sales were largely replacing lost revenue rather than driving growth. Delivery and Customer Success were overstretched, margins were under pressure, forecasting was weak, and staff attrition was rising.

The approach: Nathan assumed full P&L leadership across Sales, Marketing, Customer Success, Delivery, Finance, HR and Legal. He designed and executed a unified GTM and revenue strategy, introducing RevOps discipline, forecasting cadence and performance dashboards. He prioritised stabilising and expanding the existing client base through a Key Client programme covering the Top 30 accounts (~70% of revenue), personally leading structured account planning with Sales and Delivery.

Pricing, packaging and contracting were overhauled, including a new three-year model that increased software prices (wrapped in services), clearer order forms and addendums for out-of-scope work. £0 software-only clients draining resource were converted to paid support or exited. In parallel, marketing was refocused on client pain and value, sales execution was tightened, and a performance-led culture was embedded.

The impact: Within ten months: sales grew 70%, ARR increased 41%, recognised revenue rose 33%, EBITDA improved 68%, Net Revenue Retention reached 110%, staff attrition reduced ~70%, and the business returned to sustained profitability - culminating in a successful trade exit.

"Nathan brought an unprecedented level of commercial acumen - truly sharp and unlike anything I’d seen before."

Scaling revenue through new product launches

Nathan worked with Kevin, Global Chief Sales Officer of a ~£200m+ multinational B2B SaaS business, responsible for growth across 20+ markets and a 200-person sales organisation. The company’s strategy relied heavily on launching new product capabilities, but historically launches had struggled to convert into commercial traction.

The challenge: Despite strong product capability, previous launches consistently missed six-month KPIs for adoption and revenue. There was no single owner, teams worked in silos, sales enablement arrived late, and products were taken to market before they were truly ready. Sales confidence had eroded, with teams reluctant to demo new launches for fear of damaging credibility with clients.

The approach: Nathan took direct ownership of launch execution, working across Product, Marketing, Customer Success and Sales. He co-created a clear launch operating rhythm with named owners, decision gates and “ready-to-sell” criteria, improved cross functional alignment, introduced a structured client pilot phase to validate value before scale, and rebuilt the GTM motion to be ICP-led and benefits-driven.

The impact: The result was the most successful product launch in the company’s history: on time, fully operational and with client case studies and testimonials at launch. Six-month KPIs were achieved in four months, ~50% of key clients adopted the new capability, and the product was actively sold across 9 markets within six months (versus fewer than 4 historically). The approach became the blueprint for future launches.

"Thank you for supporting me and the sales function, making our lives better and more productive. With this GTM plan you have shaped our success and created a blueprint for how to win moving forward."

Sharpening GTM focus and pipeline quality

Nathan worked with Dan, CEO of a social mobility consulting and recruitment firm of around 30 people operating across three complementary brands.

The challenge: Dan was concerned about the quality and scalability of the pipeline being generated. Activity was concentrated around the lowest-value service offering, resulting in too few opportunities and the wrong mix to grow the business. Sales effort was high, but the GTM system itself was misaligned: the group value proposition was unclear, ICP focus was weak, client impact was poorly articulated, and meetings were not being used effectively. As pressure increased, Dan was being pulled back into personally creating higher-value opportunities.

The approach: Nathan worked hands-on with the leadership team to reset the GTM foundations rather than push harder on activity. This included clarifying a single group value proposition, defining an initial ICP and target account logic, and closing gaps in how the team articulated client problems, solutions and impact. Client listening was used to ground messaging in real outcomes, and the sales team were shown how to identify and solve GTM issues themselves. Expectations around meeting preparation and purpose were reset, shifting conversations from generic introductions to value-led discussions aligned to the ICP.

The impact: In that quarter (Q2), meetings with right-fit prospects increased followed by a 3x increase in qualified opportunities aligned to higher-value services. With pipeline quality restored, Dan was able to refocus on broader growth priorities, and in Q3 and Q4 the business delivered its two strongest sales quarters to date.

“We moved to prospecting with much sharper focus within our ICP. The team became far more confident they were reaching the right type of organisations.”

Coaching for personal & business growth

Nathan worked with Oliver, Sales Director of a sustainability business operating across two distinct divisions. Oliver was newly appointed into the role and accountable for driving growth while building and leading a commercial function in a fast-paced scale-up environment.

The challenge: The role came with significant demands: competing priorities, pressure to deliver growth across two businesses, and limited space to step back and think. Oliver was stretched operationally while also wanting to develop as a leader and make better, more deliberate decisions rather than reacting to constant urgency.

The approach: Nathan worked with Oliver through regular, structured coaching sessions that combined reflective space with practical commercial guidance. Sessions focused on decision-making under pressure, prioritisation, leadership effectiveness and personal operating rhythm, alongside concrete commercial topics including team structure, cross-functional alignment, recruitment, incentive design and growth strategy. The emphasis was on helping Oliver develop clarity, confidence and judgement, not dependency.

The impact: The coaching created the space and structure Oliver needed to operate more intentionally and sustainably. He grew one division by over 30% year on year and the other by more than 10%, while improving leadership effectiveness and maintaining a healthier balance between performance and personal wellbeing.

“Nathan brings a combination of coaching and advice alongside a wealth of experience in sales leadership roles. His approach helped me function better by balancing my individual requirements and the requirements of our business”