The problem
A strong product, but the brand, the offer and the way it is sold do not line up, and too much depends on one person holding everything together.
How we solve it
I connect the brand, the offer and the way it is sold into one commercial direction, then we build and launch the agreed priorities over 90 days.
What you get
From the areas in your scope: a positioned offer with a price logic you can explain, materials your team can use and a defined sales and distribution approach.
The 90 days
- Days 1–30, assess and set direction: confirm the starting point, priorities, outputs, people and decisions.
- Days 31–60, connect and build: develop the agreed direction, materials, channels and supporting processes, with delivery assigned to your team or to me at the selected level.
- Days 61–90, launch and learn: put the first scoped initiative into action, track initial activity and confirm continuing owners and next priorities.
Five areas, selected for your initiative
- Reality Read. A written read of the commercial starting point and the Disconnection Gap, or your Opportunity Check findings carried forward.
- Position and Price. Commercial direction in writing: the buyer, positioning, offer, value rationale and price logic.
- Make It Sellable. Brand, corporate design, copy and content that work together in your collateral, presentations and selling materials, so the buyer understands the product, its value, what is included and the price.
- Open the Channels. A sales and distribution plan with named priority channels and the direct and trade mix, plus sales enablement for your team, advisors or partners.
- Keep, Kill, Automate, Delegate. Keep what works. Stop what drains value. Automate suitable repeatable work. Delegate to the right people, with named owners in a 90-day execution calendar.
Why me
At an established international cruise company, I rebuilt the team and connected changes across revenue streams, product development, sales and marketing.