Approach
To understand the cause, I work backwards from the commercial result into the market.
Where I look
What the numbers show
Working backwards from the result into the market
Where results are lost
“Global capability frameworks define what good looks like. The harder part is translating that standard into what a team needs to do differently with a particular customer, in a particular channel or territory, on Tuesday morning.”
That's where I work. Alongside your existing commercial and capability teams, I diagnose where performance is breaking down, then strengthen the capability, routines and execution needed to close the gap.
The SMarketing Execution Framework
Profitable growth comes when you win consistently with your category, customers and channels. That requires three things to work together.
When commercial performance is behind plan, I use these three lenses to identify where to look first. The aim is to diagnose the execution gap before deciding whether the answer is capability building, a stronger commercial process, better visibility and measurement, or a combination of the three.
Teams need the commercial skill, confidence, judgement and accountability to make sound decisions and execute to standard.
The business needs practical routines that turn commercial priorities into repeatable customer, channel and territory action.
Leadership needs timely evidence showing whether execution happened, where performance is breaking down and what needs correction.
How I use the framework
For commercial capability and execution engagements, People, Process and Proof form part of the diagnostic.
Depending on the business problem, I may look at existing commercial and execution data, customer and territory plans, leadership and manager perspectives, field observation, store execution and how frontline teams work with customers.
I start by understanding which combination of People, Process and Proof is constraining performance. From there, the intervention is built around the actual business problem, and I work alongside your existing commercial and capability teams rather than around them.
How an engagement works
This is the sequence for a capability engagement. Executive workshops and AI sessions are shorter, and are built around the question or tasks the team brings.
Define the business priority, review available commercial and execution evidence, and identify the performance or capability gap.
Create focused learning, tools, standards and live cases around the work that needs to improve.
Use real customers, territories and execution priorities for field application, manager accompaniment and immediate correction.
Review what changed in capability, behaviour and execution. Correct, reinforce and transfer ownership to managers.
Typically 30% structured learning and 70% application and coaching with real customers, channels and territories.
Measurement
The same framework shows whether capability, commercial routines and visibility of execution have improved. The measures are agreed for each engagement.
Next step
Tell me about the commercial problem you need to solve. Every engagement starts with a conversation and is scoped by proposal.