The challenge
An ASX-listed network-technology company needed a global go-to-market strategy that would work across direct, partner and carrier channels, and a commercial model to match.
What I did
I was first engaged as a consultant to build the global go-to-market strategy. The company then created the role of Chief Revenue & Marketing Officer, and I took on responsibility for all sales and marketing.
- Strategy. I created the global GTM strategy, which was approved by the CEO and the board.
- Commercial model. I led the global commercial strategy, including pricing, the revenue model and the business model.
- P&L. I was responsible for the global P&L outside China, around A$15M.
- Partnerships. I helped establish joint ventures with partners in the Middle East, Europe and India.
- M&A. I supported the CEO on the strategic acquisition of a regional Australian telco.
The outcome
A board-approved global strategy, a single commercial model across channels, and three international joint ventures extending the company’s reach.
Why it matters for your business
Going global usually fails on the operating detail rather than the ambition: pricing that doesn’t travel, channels that compete with each other, partners without a clear model. Building the strategy and then owning its execution as CRO meant the plan had to survive contact with reality.
