Boards and new owners

The problem you have

You now own a commercial engine you inherited and did not build, much of which turns out to have been one person. The first 100 days set the trajectory and everything diligence identified expires quietly if nobody owns it. The board has financial and legal depth and nobody who has carried a commercial number in software.

What this is worth to you

An operating plan with owners and dates instead of a report, and someone in the room at board level who knows what was promised in diligence and can say whether it is happening. The commercial team you inherited gets assessed on what it can actually do, which is a question the org chart cannot answer.

Where it fits in your process

1. GTM Engine, first 100 days

   Runs after the close or the round, in focused working sessions with the company's key executives rather than across a table from them.

   GTM Engine is a 100-day engagement after the close or the round that turns diligence findings, ours or those of the diligence already done, into a working commercial plan for a B2B SaaS company. We work as the owner's or investor's commercial adviser, in focused sessions with the company's key executives, across the ideal customer profile, the GTM plan, pricing and packaging, the sales process and the operating dashboard. The plan is built with the team, and the team does the work.

   100 days.

2. Board seat and advisory

   A standing seat rather than a project. Continuity is the deliverable.

   Board seat and advisory is a continuing non-executive engagement with an acquired B2B SaaS company, running 12 months or longer. It covers quarterly board attendance and a monthly call with the CEO, and exists to keep a commercial strategy on course after the engagement that produced it has ended. It keeps the judgment that shaped the plan in the room while the plan is executed.

   12 months minimum.