Your sales target has outgrown your sales function

I install the systems, numbers and forecasting discipline that turn aggressive sales targets into controlled commercial outcomes.

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Short qualification call. If it's not a fit, I'll tell you honestly.

ANNUAL REVENUE: £5.4M → £10M
PIPELINE VALUE: £34M → £140M

"Robin brought a level of commercial rigour the sales function was missing. He led us through an 18-month transformation that fundamentally re-engineered how we drive revenue."

Natasha Fry, Head of Sales
Mer Fleet Services

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The sales function was built for the business you used to be

Working hard would always get the team to target. Strong reps, a sales leader who could close, a team that ran on energy and instinct. That was enough.What's missing now isn't effort. It's the structural layer that will enable the sales function to deliver the larger target you're now responsible for.Process. Systems. Analysis. Reporting. Strategy. Get these right and the performance will follow.This isn't an effort problem. It's a system problem.

Selling and running a commercial function are different disciplines

Selling comes down to skill, instinct, energy and relationships.Running a sales function at scale runs on something else: pipeline coverage measured against benchmarks. A forecast built on leading indicators rather than gut feel. Accountability that holds without anyone needing to chase. Activity discipline that surfaces slippage in week three, not week ten.The boring, structural work that turns a target into a controlled outcome instead of a quarterly stress event.

Start with a Revenue Control Diagnostic

A two-week, end-to-end review of your sales function. Not a workshop. Not a coaching session. A structured assessment of whether the sales function has the strategy, pipeline discipline, forecasting quality and management cadence required to support the target. I review:1. Sales strategy and new business tactics
2. Pipeline discipline and sales process
3. Forecast quality and leading indicators
4. Performance reporting and management cadenceI then produce a clear, prioritised view of the gaps in your sales operating system, what is undermining performance, and what needs to change. A defined product. Fixed scope. Fixed timeline. Fixed deliverable.If the diagnostic identifies work worth doing, we move into a defined engagement to install the changes. That is where the system gets built.

I install the technical layer that makes aggressive sales targets controllable

Most sales leaders are strong on deals, customers and team leadership.That matters. But when the target gets bigger, the function also needs a stronger operating layer: strategy, process, pipeline discipline, forecasting, reporting, cadence and accountability.That is the part of sales performance I specialise in.Over the last 10 years, I have worked across B2B sales, commercial strategy and commercial performance, culminating in my role as Head of Commercial Performance & Development at Mer.My work sits where revenue targets meet the operating system underneath them: the strategy, numbers, process and management rhythm that determine whether performance is actually controllable.If your sales function is facing a target it was not built to hit, that is the gap I help close.

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