Commercial Growth
Taking commercial load off a founder without hiring a director
One day a week of senior commercial leadership: pricing, margin and new business given structure, owners and a reporting rhythm.
Challenge
Revenue was growing but the founder was carrying commercial strategy, pricing, new business and delivery personally. Margin was slipping and nothing had a clear owner.
Approach
- Reviewed pricing, project profitability and where margin was actually being lost.
- Put a simple commercial forecast and management reporting rhythm in place.
- Restructured responsibilities so new business and delivery had distinct owners.
- Stayed in the business one day a week to implement the changes, not just recommend them.
Outcome
- Clearer pricing and better protected margin on repeat work.
- A new business rhythm that no longer depended solely on the founder.
- Reduced founder dependency and a stronger management structure.
Service area
This work sits within Fractional leadership at ANDvisory. Related reading: fractional leadership, growth and commercial performance and exit, succession and enterprise value.
Founder-led independent business