From Growth Ceiling to Commercial Momentum

The Challenge

A national wellness brand had been running channel partnerships for years — but the programs were unstructured, underperforming, and largely ignored by the commercial team. The founder had built the relationships personally, and there was no repeatable system behind them.

The Work

Audited the existing partner portfolio and identified which relationships had real commercial potential versus which were legacy noise. Rebuilt the program architecture from the ground up — partner tiers, agreement structure, onboarding process, and performance metrics. Worked directly with the commercial team to transfer ownership from the founder.

The Challenge

A scaling healthcare company had identified a new distribution channel with significant revenue potential — but had no clear strategy for entering it without disrupting existing revenue or overextending a lean commercial team.

The Work

Developed the channel entry strategy, including market positioning, partner selection criteria, and a phased rollout plan that protected existing revenue while building new pipeline. Helped the leadership team make the sequencing decisions that a lean team required.

The Challenge

A founder-led beauty brand had reached the point where the founder could no longer personally carry the commercial function — but had no clarity on what the right commercial org looked like, what to hire for first, or how to sequence the transition without losing momentum.

The Work

Designed the commercial organization model — roles, responsibilities, reporting structure, and the handoff plan from founder-led to team-led sales. Built the hiring roadmap and compensation framework, and worked with the founder on how to stay involved strategically without staying involved operationally.