A small home market asks for a bigger plan.
Geneva companies grow by selling beyond the canton, and often beyond the country. That needs a commercial engine built for distance, not one that still runs on the founder's phone.
What holds revenue back
The symptom is flat sales. The cause is normally one of these:
Pricing has not been tested
Set once, defended since, and eroded by discounts nobody measures.
The pipeline is a list of names
A deal moves when somebody chases it, which makes the forecast a mood.
Selling depends on the founder's standing
Sales rest on the founder's personal credibility, which the team has yet to build, and nobody planned the handover.
Export markets run on goodwill
Sales into Europe, the Middle East and Africa are handled by whoever has a contact, with no territory plan behind them.
A fractional CRO or CMO reworks the way the company wins customers, covering how it is positioned and priced, how the pipeline is managed and a selling approach that does not rest on the founder. Embedded on a services mandate, accountable for the number and not for a report.
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 the canton means changing pricing, pipeline and positioning together. We keep one brief across them and stay involved.
A periodic look at the number
Quarterly, we review the pipeline alongside you and the executive, and redraw the brief together when results have moved away from it.
Peers for export questions
Territory plans for Europe, the Middle East or Africa can be tested with commercial leaders across our collective of 800+.
Accounts and history on file
We keep the brief, targets and account history, so a new executive starts with context rather than a blank sheet.
Matched to the buyer
We match on buyer and cycle. A leader built for fast deals may stall with a bank's procurement team, 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
