Revenue growth does not
guarantee EBITDA growth.

In many businesses, it destroys it.

I work with industrial businesses to restore pricing discipline, improve revenue quality, and ensure growth translates into margin and cash — not just the top line.

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Engagements are typically short-term, high-impact interventions — not sales training or ongoing coaching.

Revenue is easy to grow.
Profitable revenue is not.

Where Sales Goes Wrong

More revenue.
Less margin.

These are not sales strategy problems. They are commercial discipline failures — and they are almost always invisible until a buyer, investor or new CFO looks at the margin by customer or product.

01

Discounting without control

Sales teams with authority to discount but no visibility of the margin impact. Revenue protected. EBITDA eroded.
02

Inconsistent pricing across customers or regions

Same product, different prices, no structural reason. Creates internal arbitrage and signals to buyers that pricing is fragile.
03

Sales teams incentivised on revenue, not margin

Commission structures that reward volume at any price. Sales behaviour aligned to targets — not to the P&L outcomes that matter.
04

Poor visibility of true customer or product profitability

Revenue tracked. Margin by customer or SKU — not tracked. Business grows into unprofitable work without ever seeing it.
05

Growth that increases complexity without improving returns

More customers, more SKUs, more branches — each adding operational cost and pricing fragility without a commensurate return.

Sales performance is not about volume.

It is about price, mix, and discipline.

The highest-impact commercial improvements in industrial businesses almost never come from winning more customers. They come from fixing the pricing and margin discipline that already exists across the customer book — and stopping the leakage that is already happening.

That is where I focus.

What I Actually Do

Not sales training.
Commercial intervention.

This is not pipeline optimisation or sales methodology. It is hands-on work inside the commercial engine of the business — restoring pricing architecture, eliminating uncontrolled discounting, and aligning sales behaviour with EBITDA outcomes.

→ Restoring pricing architecture — floor prices, tier structures, freight recovery
→ Eliminating uncontrolled discounting across the customer book
→ Improving margin visibility by customer, product and branch
→ Aligning sales incentives with margin outcomes — not just revenue targets
→ Identifying and exiting low-margin customers or product lines
→ Building commercial reporting that makes profitability visible at every level

What This Unlocks

Higher EBITDA.
Without relying on volume.

Outcome 01

Higher EBITDA without relying on volume

Margin recovery through pricing correction — not from winning more customers. EBITDA improvement that is structural, not cyclical.

Outcome 02

More predictable margin performance

Pricing floors and commercial controls that prevent margin erosion regardless of individual sales behaviour. Consistency at scale.

Outcome 03

Stronger commercial control

Visibility of true profitability at every level. Leadership that knows which customers, products and branches are creating or destroying value.

Outcome 04

A more valuable and defensible business

Pricing discipline and margin transparency that hold up in due diligence. Commercial systems buyers trust — not ones they need to rebuild post-acquisition.

When I Get Called

Revenue is moving.
Margin is not.

This engagement is not for businesses that want to grow their pipeline. It is for businesses where the commercial engine is already operating below potential — and the owner or investor can feel it.

01 Revenue is growing but margins are not following
02 Discounting is widespread, inconsistent or uncontrolled
03 Sales performance varies significantly across teams, branches or regions
04 Leadership lacks visibility into true profitability by customer or product
05 PE investor or board wants commercial performance to match revenue performance

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