Commercial & sales leadership
Commercial leadership that brings direction and rhythm
I go through the market, the targets, the selling and the people, and then help you build a commercial model that delivers now and keeps developing after I’ve gone. The focus is on processes that earn their keep, and tools that actually help people sell instead of getting in the way.
Typical situations
When the commercial engine isn’t pulling as one
It’s rarely just one sales target that’s off. More often the priorities, the departments, the sales process and the daily work aren’t joined up. I’m good at looking across all of it and finding what’s stopping the engine from running smoothly.
01
Steering
You can’t trust the picture you’re steering by
There’s a pipeline and a forecast, but neither tells you what’s really happening day to day, or where the genuine opportunities and the spare capacity actually sit.
02
Joined up
Go-to-market doesn’t add up
Segments, customer value, sales, marketing and the customer experience are each pulling somewhere slightly different.
03
Building
A new commercial model needs building
A market or a new sales motion needs testing, staffing and a simple working rhythm before it can scale.
How I step in
From ambition to a team that can act
I get close to the market and to the organisation. Nobody needs another sales model on paper. What’s missing are the choices, the routines and the management habits that make a model usable.
01
Sharpen the commercial direction
Together we make the target group, the customer value, the priorities and the success criteria concrete enough for people to act on.
02
Build a simple working rhythm
Pipeline, forecast, meetings and decisions should give you a clear view and keep things moving, not generate more reporting for its own sake.
03
Build ownership and leadership muscle
Roles, expectations and skills get spelled out, so the leaders and the team can take it from there.
Figure — The commercial rhythm
One quarter
The point isn’t more meetings. It’s fewer, better decisions, taken while they still have time to work.
What you get
A stronger commercial organisation
You should see it in the numbers, in the decisions and in how the team works together.
Changes you notice day to day, not only in the report.
Direction
Fewer vague priorities
Leadership and team both know which markets, customers and activities deserve the attention.
Steering
Better ground to decide from
Pipeline and forecast become tools for acting and learning, not just a record of what already happened.
Leadership
Ownership closer to the work
The rhythm becomes how the place is led, and it keeps going without me.
Relevant experience
International scale, applied to a Danish reality
I spent 15 years at Microsoft on commercial leadership, market building, go-to-market, pipeline, forecasting and international teams. It taught me that clear performance expectations and decent human leadership aren’t opposites, and that neither of them works without real knowledge of the local market.
For the past six years I’ve run my own company and worked close to Danish leadership teams, including a Danish SaaS company where I ran delivery, customer service and the handover between sales, delivery and development. Different scale, same craft. The difference is that here there are no staff functions and no time to build the model first. That’s the situation I work in.
15 years
at Microsoft, ten of them leading
6 years
of my own company, close to Danish leadership teams
Danish SaaS
delivery, customer service and commercial collaboration
Engagement
When building it needs someone in charge for a while
A new market, a sales model or a commercial team may need an experienced leader before the permanent hire is in place.
Next step
Does the commercial side need to move?
We start with the situation, what you want out of it, and the mandate it would take to get anywhere.