Build the fact base.
Leadership interviews, operating data, plans, pipeline, process and team context.
03 / Commercial Assessment & PE Advisory
Find what is actually constraining performance.
A focused commercial diagnostic for CEOs, boards and investors before committing more capital, headcount or time.
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The role
The number is the symptom. The system tells the story.
R/CO examines the commercial model as one connected system—market, strategy, people, process, leadership and execution—to identify the few constraints with the greatest impact on performance.
How the work moves
Locate the constraint.
Distinguish root causes from visible symptoms and competing narratives.
Make the next moves clear.
Define what matters now, what can wait and who must own the change.
Selected operating outcomes
PE-backed healthcare software / commercial assessment and rebuild
One operating environment. Three value-creation questions.
A commercial assessment rarely reveals one isolated problem. The work moved from establishing commercial truth to rebuilding qualified growth and activating the acquisition thesis.
01
Validate the plan
The plan looked achievable. The underlying math said otherwise.
Built the bottom-up model connecting capacity, contract value, sales cycles, pipeline requirements and conversion. The assessment exposed the difference between reported pipeline and forecastable revenue, giving leadership a more credible view of the plan and the assumptions required to achieve it.
76%
year-over-year growth expectation stress-tested
65–70%
of incentive-generated pipeline failed qualification
02
Rebuild qualified growth
More pipeline was not the answer. Better pipeline was.
Redesigned ICP alignment, funnel-entry requirements, stage-exit criteria, forecast eligibility, close-date standards and CRM governance. The new operating system increased pipeline creation while materially strengthening its qualification and credibility.
Up to 80%
increase in qualified monthly pipeline creation
$15M
in new pipeline built during 2026
50%+
of remaining pipeline originated under the new system
03
Commercialize the acquisition
The acquisition created the thesis. The commercial system had to make it real.
The growth plan assumed a recently acquired, higher-ACV product would accelerate bookings through the existing organization. The work translated that assumption into an executable commercial motion—building qualified demand, sales discipline and measurable evidence of post-acquisition value creation.
$4.5M
in qualified pipeline created for the acquired product during 2026
Typical moments
Direct findings. Practical implications.
A clear executive narrative covering what we found, why it matters, what must change and the sequence most likely to improve performance.
Engagement shape
Fixed scope. Decision-grade clarity.
Diagnose before you prescribe
Before adding more, understand what is not working.
Start with the performance question, the available evidence and the decision the assessment needs to inform.
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