Growth that does not depend on one person closing deals.
Revenue plateaus when the way you sell stops fitting the market you sell into. The fix is rarely more effort.
Why revenue stalls
Dublin companies tend to hit the same ceilings:
Ireland is too small
The first customers came from home. Growth means the UK, Europe or the US, and the pitch has to change with the buyer.
Sales runs on the founder
Revenue follows their diary. Delegating it fails because the process was never written down.
Marketing cannot show a return
Spend goes out, leads come in, and nobody can say which ones turned into revenue.
Pricing never moved
The price set for a smaller product now sits on a larger one.
A fractional CRO or CMO takes ownership of the number. They fix pricing, build a process the team can run and align sales and marketing around one target. They stay accountable until it works.
Who this is for, and who it is not
Best for
- Revenue that has plateaued after the early channels ran their course
- Marketing spend going out with little pipeline you can trust coming back
- Sales and marketing pulling apart, with no one owning the number
- A founder still carrying the commercial engine personally
- A new segment or market that needs a proper go-to-market motion
Not for
- A single campaign or asset an agency could deliver and hand back
- A business with no product-market fit or revenue to build on yet
- A tactical execution gap a specialist hire would fill
- Teams unwilling to give one operator ownership of the number
Support around the revenue seat
Selling beyond Ireland changes pricing, pipeline and positioning together. We keep one brief across all three and stay involved.
A quarterly look at the number
Each quarter we review the pipeline with you and the executive, and agree a fresh brief if results have drifted.
Peers for export questions
UK pricing, US channel choices or a first European distributor can be tested with commercial leaders across our collective of 800+.
Accounts and history on file
We hold on to the brief, the targets and the history of each account, so your next executive inherits the Dublin pipeline with its context.
Matched to the buyer
We match on buyer and cycle. A leader built for a US enterprise sale may struggle with a UK reseller, and the reverse.
From diagnosis to revenue momentum
A structured engagement that moves from diagnosis to a working pipeline within months.
Commercial diagnostic (weeks 1–2)
Audit your current position, spend, attribution, pipeline, ICP definition, competitive positioning, team capability, and which commercial gap is the real constraint.
Strategy and sign-off (weeks 3–4)
A clear, actionable go-to-market strategy with prioritised channels, 90-day milestones, and commercial KPIs.
Execution begins (month 2–3)
Channel activation, team direction, agency management, content and campaign deployment.
Ongoing commercial review
Monthly pipeline tracking. Continuous optimisation. Your commercial leader stays accountable for revenue outcomes.
Do you need a fractional CMO, a CRO, or something else?
Revenue plateaus for different reasons. The right operator depends on where the commercial system is breaking.
The right commercial leader leads revenue growth: CMO, CRO, or both.
Revenue growth usually starts as a commercial leadership problem, but delivery and unit economics often decide the outcome.
Revenue leaders from
