Growth leaks between functions, not inside them.
We advise leaders of commercial companies and mission-led organisations on the strategy that binds product, marketing, sales and service into one revenue model.
Four ways in. One revenue model.
Private companies between £3M and £300M, and charities, unions and membership organisations carrying commercial growth ambitions, across the UK, Europe and the United States.
Proposition Strategy
What you sell, to whom, and why they choose you. Segment prioritisation, proposition portfolio, and what to stop doing.
Revenue Strategy
Where the income comes from and how it compounds. Pricing and packaging, route to market, and the commercialisation of new offers.
Commercial Transformation
Operating model and organisation design, commercial governance, metrics and incentives, revenue accountability across all four functions.
Executive Advisory
Fractional commercial leadership, retained counsel to the chief executive, board and trustee advisory.
The discount nobody approved.
When pricing policy, marketing promise and sales incentive disagree, margin leaks at the join. It rarely shows up in any single function's reporting, which is why it survives so long.
Realised discount concentrates in one segment, and it is not the largest one
| Segment | Revenue | Gross margin | Realised discount | Distribution |
|---|---|---|---|---|
| Enterprise | £14.2M | 61% | 8.1% | |
| Mid-market | £9.6M | 58% | 9.4% | |
| Small business | £4.1M | 52% | 6.2% | |
| Public sector | £7.8M | 44% | 18.4% | |
| Not-for-profit | £2.3M | 49% | 7.7% | |
| Channel | £5.4M | 39% | 11.0% |
Public sector carries the second lowest margin and more than double the discount of any other segment, yet it is nobody's problem, because sales, pricing and delivery each report it differently. A worked example with illustrative figures, drawn to show the pattern, not a client's data.
Six weeks to a board ready diagnosis.
Fixed scope. Fixed fee. It stands alone if you take it no further.
Interviews
The executive team, the four function leads, and customers who did and did not buy.
Data review
Pipeline, pricing, margin by segment, churn and cost to serve, read together rather than apart.
Synthesis
Where the model leaks, what it costs, and the three decisions that change the number.
Board readout
A written view and a session with the board or investor group.
Led by the principal, throughout.
Engagements are run personally. There is no delivery team behind the pitch, and no junior bench learning on your budget.
Two or three engagements at a time, so that each one gets the attention it was bought for.
Revenue range of the private companies we advise
From first conversation to a board ready diagnosis
Functions we read together: product, marketing, sales, service
Start with a conversation.
Take the maturity assessment: five minutes, a clear picture of where you stand, no pitch. Or leave a message. One text field, no contact details.
Or write to info@hadheri.com