Commercial & Strategic Marketing
Marketers who speak the language of finance are rare.
Most marketing hires underdeliver. Not from lack of effort, but from lack of formal training.
Trained in Ritson’s MiniMBAs (Marketing & Brand Management) and Catherine Tucker’s MIT Sloan exec pricing programme, I build GTM that survives the finance conversation.
Currently directing commercial strategy across 7 business units and 3 markets, with authority over marketing budget allocation and advisory input into BU-level commercial decisions. In a language the CFO trusts.
The How
It starts with the customer, not the campaign.
- Diagnose: Qualitative and quantitative research into who buys and why, benchmarked and tracked year over year.
- Plan: STP, the holy trinity – segmentation, targeting, positioning. The discipline that’s held since Kotler, built on evidence, not instinct.
- Execute: Every euro across product, price, place and promotion traced back to a business objective.
The Impact
Most B2B tech and manufacturing companies can’t communicate value clearly enough to defend premium pricing. Not a weak product, but a story too complex to land with the buyer. They discount to close, lose market share to simpler stories, kill margin. Usually because nobody asked the customer why they chose you. Assumption fills the gap where research should be.
A multi-million euro portfolio was losing deals at purchase intent and consideration as competitors drove prices down across the category. An external consultancy had handed over a pricing strategy. Nobody knew how to make it work.
- Segments rebuilt around where deals actually closed
- Pricing repositioned around value, not cost-plus
- Sales retrained to hold that story instead of defaulting to discount
- Targeting for quick wins and future revenue
Result: Revenue increase. Lower CAC. Win rate up.
What I measure
P&L impact
Margin protection