Re-energise the top line. Build the engine to sustain it.
Growth strategy that translates into capital allocation — where to invest, what to acquire, what to exit. Particularly relevant for mid-market businesses at an inflection point: a new market, a new product line, or a decision to consolidate rather than expand.
Most mid-market growth problems are not strategic failures — they are execution failures. The market opportunity is real, the product is defensible, but the commercial model hasn't scaled with the business. Pricing is inconsistent, the sales force isn't targeting the right segments, market expansion decisions are made without an economics-first view, and the build-vs-buy question has never been answered rigorously.
The output of our engagement is never a slide deck. It is a 24-month capital plan — with M&A targets, organic investments, and divestitures scoped, sequenced, and costed — that we stay to execute through the first two or three moves.
Where to play. How to win. Build-and-buy.
Commercial excellence.
Re-engineer the revenue engine: sales process, territory design, incentive structure, and pipeline discipline. We identify where the commercial team is leaving money on the table and fix the mechanics — not just the motivation.
Pricing & revenue architecture.
Segmentation-first pricing that captures willingness to pay without cannibalising volume. Rate-card redesign, discount governance, packaging, and the move from time-and-materials to value-based or recurring models where the market supports it.
Market prioritisation.
Not all markets are worth the cost of entry. We map segment economics, competitive dynamics, and entry barriers — and produce a ranked market-entry roadmap that the board can approve and the commercial team can act on.
Inorganic acceleration.
When organic growth is too slow or the capability gap is too wide, an acquisition is often the right answer. We design the build-vs-buy decision framework, define the acquisition criteria, identify the target universe, and — where it makes sense — run the buy-side mandate ourselves.
Three growth situations we work on most.
Revenue has stalled at a ceiling that has nothing to do with market size. The business needs a commercial rethink — new segments, better pricing, or a different route-to-market — rather than more of the same effort.
The business is ready to expand into a new geography or channel but lacks the market-entry playbook and the commercial infrastructure to support it without cannibalising the core.
A PE sponsor or management team is deciding whether to build or buy a capability. The strategic logic is clear; the economics and the execution path are not. We turn the hypothesis into a capital plan.
At an inflection point? Let's map it in 30 minutes.
A senior partner will map where the top-line opportunity is and what it would take to capture it — no slide deck, no obligation.