Why ambitious commercial strategies so often fail to turn into growth, and what it takes to build an organisation that can deliver them.

When external consultants create real value, and how to make sure advice leads to better decisions and a stronger organisation.

Why sales and leadership development so often fails to change performance, and how to connect capability building to strategy, behaviour and results.

Why more sales activity rarely fixes a growth problem, and how better commercial choices put effort where it creates the most value.

Why most strategies never make it from the boardroom to the daily work, and the four tests that separate a document from a direction.

Why the accounts your best people are proudest of are so often the ones that stop growing, and what turns a relationship into a plan.

Why the pipeline everyone reports against and the pipeline that is actually true are so often two different documents, and what closes the gap.

How to tell whether your commercial results depend on a system, or on the two or three people who always figure it out.