Make growth something the team repeats.
Revenue that depends on a handful of relationships is fragile. The fix is a commercial engine that works whoever is in the room.
Why growth stalls
Zurich companies tend to meet these limits:
Quality is the pitch, and it is not enough
Buyers assume Swiss quality and still compare on price.
The relationships are personal
Key customers know the owner, not the company.
Marketing and sales keep separate books
Each side reports progress and the pipeline stays flat.
Export runs through agents
Foreign sales sit with partners nobody is managing.
With a fractional CRO or CMO, the commercial engine is rebuilt from positioning to pipeline, with a way of selling that does not need the owner on every call. The number becomes theirs to answer for.
Who this is for, and who it is not
Best for
- Revenue that has plateaued after the early channels ran their course
- Marketing spend going out with little pipeline you can trust coming back
- Sales and marketing pulling apart, with no one owning the number
- A founder still carrying the commercial engine personally
- A new segment or market that needs a proper go-to-market motion
Not for
- A single campaign or asset an agency could deliver and hand back
- A business with no product-market fit or revenue to build on yet
- A tactical execution gap a specialist hire would fill
- Teams unwilling to give one operator ownership of the number
How we support the commercial seat
Commercial change touches pricing, sales and marketing at once. We keep one brief across them and stay involved while it runs.
A quarterly look at the number
Each quarter we look at the pipeline with you and the executive, and rewrite the brief together if it has wandered.
Commercial peers to consult
A pricing change, an agent agreement or a new country can be tested with revenue leaders across our collective of 800+.
The account history stays
The brief, the targets and the account history stay with us, so a new executive inherits context rather than a blank page.
Matched to the buyer
We match on deal size, cycle and buyer. A leader used to quick sales may struggle with a Swiss procurement process, and the reverse.
From diagnosis to revenue momentum
A structured engagement that moves from diagnosis to a working pipeline within months.
Commercial diagnostic (weeks 1–2)
Audit your current position, spend, attribution, pipeline, ICP definition, competitive positioning, team capability, and which commercial gap is the real constraint.
Strategy and sign-off (weeks 3–4)
A clear, actionable go-to-market strategy with prioritised channels, 90-day milestones, and commercial KPIs.
Execution begins (month 2–3)
Channel activation, team direction, agency management, content and campaign deployment.
Ongoing commercial review
Monthly pipeline tracking. Continuous optimisation. Your commercial leader stays accountable for revenue outcomes.
Do you need a fractional CMO, a CRO, or something else?
Revenue plateaus for different reasons. The right operator depends on where the commercial system is breaking.
The right commercial leader leads revenue growth: CMO, CRO, or both.
Revenue growth usually starts as a commercial leadership problem, but delivery and unit economics often decide the outcome.
Revenue leaders from
