Work
The work behind the writing.
The commercial work behind the writing: go-to-market, pricing, revenue operations and the infrastructure that makes growth repeatable. It sits here because every research question began as an operating problem: a number that would not reconcile, a hand-off that failed, or a result nobody could explain.
What it settled
Four conclusions the work made hard to ignore.
Four operating principles underneath the channels, dashboards and quarterly noise.
Compounding over adding
The best move was the one that made the next move easier. I learned to look for leverage that carried into the following quarter. It was almost never the activity that looked busiest in the current quarter.
Receipts over theatre
Spend, headcount and dashboards are inputs, not proof. Working back from what actually moved revenue meant retiring work that only looked busy, including some of my own.
One revenue system
Sales, marketing, product and pricing already run one revenue system, whether or not anyone has named it. The leverage is usually in the hand-offs: where nobody owns the outcome and everyone owns a step.
The measurement problem
Enough commercial decisions turned on numbers that could not carry the weight placed on them that measurement stopped being an operational detail and became a research question.
The job was to find the move that carried. That was growth that compounded.
The areas
Where the work sat.
Paid media, search and analytics sat with specialist delivery teams. My work sat one layer up: the commercial engine connecting strategy, pricing, operations and the systems that tied them together.
ICP, positioning, segmentation and channel mix for new offerings and new-market entries.
What it involved →Willingness-to-pay, pricing models and tiers, and the funnel constraints that quietly capped win rates.
What it involved →The operating system underneath growth: sequencing, forecasting and capacity modelling across markets.
What it involved →Sales-pipeline infrastructure from discovery through hand-off, with AI carrying repeatable work.
What it involved →Competitor and trend tracking paired with financial modelling that turned a hunch into a revenue forecast.
What it involved →Leading markets and enterprise accounts: coaching teams and aligning sales, product, marketing and finance.
What it involved →Track record
The problems behind the titles.
Each role began with a commercial problem: make performance visible, create a route to market, or connect digital activity to the pipeline.
Bring the question you're working on.
Research, a guest lecture, or a commercial question.
A short note is enough to give it shape.
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