Working with SaaS businesses to SCALE and ACCELERATE growth
Alastair Corbett is a fractional leader and consultant to mid-sized software and SaaS companies – accelerating growth, improving team performance and building sustainable, scalable revenue engines.
Services
Building Sustainable Growth
Working with your team to put in place the correct GTM motions and business processes to enable you deliver affordable and sustainable growth.
Organisational Alignment
Using the Revenue Architecture Bowtie model I can work with your teams to develop the most effective organisation to drive growth.
Post-Acquisition Strategy & Execution
With direct leadership in over 20 acquisitions I can assist you to realise the investment gains through successful integrations of acquired businesses
Building Resilience
I can help you build repeatable resilient processes, identify the fastest growth levers and allocate resources to maximise opportunity.
Interim/Fractional Leadership
I can be engaged on a fractional or dedicated basis to fill gaps in your management team or to maintain activity and growth.
Mentoring & Coaching
As an accredited Coach with AOEC and ICF, I can be assigned to mentor or coach an individual or a specific team.
With over 30 years in the software industry, I have consistently delivered revenue growth and operational excellence across a range of organisations - from high-growth start-ups to global enterprises. Originally a qualified accountant, my career has evolved into leadership roles across sales, customer success, and operations, underpinned by a deep understanding of the full business lifecycle and a commitment to building scalable, customer-centric models.
I’ve played a direct leadership role in over 20 post-acquisition integrations and am well-versed in navigating the complexities of combining teams, systems, and cultures.
As a certified Revenue Architecture Ambassador I use proven frameworks - such as the Bowtie model - to optimise customer journeys and revenue performance. My consultancy services are designed to help SaaS and software businesses align people, processes, and platforms to drive measurable impact.
I bring structure, clarity, and momentum to complex challenges. Whether leading sales transformations, aligning cross-functional teams, or embedding operational rigour into GTM strategy, I blend strategic insight with practical, hands-on execution. My goal is always to enable sustainable, profitable growth.
I specialise in:
Turning around underperforming sales or CS functions
Integrating acquired businesses to realise full value
Modernising GTM models to align with SaaS principles
Building operational processes for the next stage of scale
Whether you’re planning for growth, integrating an acquisition, pivoting to a new GTM model, or simply need a fresh, experienced perspective - I can step in to support you as a fractional leader and deliver results.
Alastair Corbett
Improve team performance, and build sustainable, scalable revenue engines—without the guesswork.
I can step in as a fractional leader and drive results
If your company is at a growth inflection point, post-acquisition phase, or in need of sales transformation—I can help you build a sustainable path forward.
Winning By Design
In an era of low interest rates SAAS business were primarily measured on revenue growth with the view that future profits would be assured if the company experienced exponential growth. This encouraged an approach of grow-at-all-costs. With the rise in interest rates investors started to re-assess the underlying businesses and tightened access to funds with most investments provided on the basis of the companies delivering profitability rather than growth. This change in perspective dramatically reduced the valuation of public companies and postponed indefinitely a large number of IPOs while they tried to pivot to a more profitable trajectory.
The Revenue Architecture model from Jacob van Kooij at Winning By Design was built in response to this 2022 market crash, with the primary tenant that recurring revenue is achieved through delivering recurring impact. Adopting this framework drives cross-functional collaboration, the strategic use of GTM motions for each customer segment and clear targeted models to adopt based upon the business maturity. Revenue Architecture provides a guiding framework to design, build, and operate a successful recurring revenue factory based on GTM motions
The model looks holistically at how these businesses can grow effectively and contains some fundamental concepts:
Determine specific and separate GTM motions based upon the different business models
Create a customer centric approach to view the customer journey, this is portrayed using the bowtie model
Recognise that recurring revenue is realised by delivering recurring impact to the customers
Identify where you are in 12 stages of growth and ensure you have in place the fundamentals for the previous stage before adopting the next stage of growth.
Results
Case Studies
I led the EMEA sales organisation for a cybersecurity software provider with an annual recurring revenue (ARR) target of approximately $40 million. At the outset, performance was inconsistent - hitting target one quarter out of every three - and the business had repeatedly missed its full-year objectives. The region was divided into three sub-regions, each with five salespeople. However, in each team, only one individual was consistently performing, while the remainder delivered minimal results.
The sales model was heavily skewed towards new business acquisition, with limited focus on strategic account development. Reps were assigned industry-based territories containing hundreds of accounts, without any prioritisation or clarity on Ideal Customer Profiles (ICP). Demand generation activities were limited and lacked targeting - mainly consisting of broad marketing campaigns and attendance at general industry events.
Key Interventions
To drive transformation and performance improvement, I implemented a structured, focused approach:
Defined clear ICPs across the product portfolio to guide prospecting and messaging.
Re-segmented territories, working with each salesperson to define a focused set of 20 high-potential target accounts.
Built a structured demand generation programme, including value-led messaging, direct marketing, and coordinated outbound call campaigns.
Launched a quarterly sales kick-off followed by a competitive call-out day, with prizes for opportunity identification and later awards for closed deals - fostering engagement and accountability.
Introduced rigorous pipeline and forecasting disciplines, improving accuracy and management visibility.
Increased direct customer engagement, ensuring consistent touchpoints with high-priority prospects and accounts.
Results Delivered
Achieved and exceeded the regional ARR target.
Grew new bookings by 40% year-on-year.
All sales team members contributed to pipeline and closed revenue.
Secured three major new long-term customers.
I led the Customer Success function within the recruitment software division of a UK-based software group operating across seven distinct business units. This particular division was formed by consolidating five acquisitions that create four independent product lines—CRM, Pay & Bill, Candidate Screening, and Website Creation—each with its own commercial model, delivery process, and operational legacy.
The vision was to provide an integrated software suite to recruitment agencies, enabling seamless front-to-back office operations. However, the business was highly fragmented, and several structural and operational challenges were limiting customer satisfaction, scalability, and profitability.
Key Challenges Identified
Customer Success, Professional Services, and Support teams were siloed and misaligned, each working independently across different product lines.
The Support team was reactive and underperforming, with customer satisfaction (CSAT) scores stuck at 5.1.
The Professional Services function was consistently loss-making and failed to meet delivery targets.
There was no alignment with the GTM models nor differentiation of service by size of customer.
The CRM and Screening teams provided inconsistent customer experiences, while the Website business suffered from project backlogs and creative delivery bottlenecks.
Cross-functional handoffs were poorly defined, leading to confusion and inconsistent customer journeys.
To address these challenges, the we built a program of activities that was focused in four core areas:
Integrated Organisational Structure
Merged the Support function into a single, workflow-driven team and introduced a “digital-first” support strategy, reducing dependency on reactive human intervention.
Reorganised Professional Services according to the required delivery model
For larger customers we maintained a project based services model but working to standardised onboarding plans
Built out structured “Time to Value” onboarding framework for smaller customer that followed a digital self service approach complemented with remote project managers. This accelerated the onboarding timeframe and delivered a consistent and good experience or these customers within a cost effective approach.
“Make Every Month” delivery model, enabling consistent outturn of revenue against forecast every month and quarter.
Consolidated Customer Success Managers (CSMs) into a cross-trained, centralised team, deploying consistent engagement strategies and product-agnostic service models.
Legacy Project Remediation
Mobilised dedicated taskforces to address a significant backlog of incomplete website and onboarding projects.
Re-engaged affected customers, either bringing projects to completion or mutually agreeing to close them out professionally.
Customer Engagement and Measurement
Introduced comprehensive tracking across all customer touchpoints to improve visibility and accountability.
Launched a new customer support portal with searchable self-serve knowledge content, reducing inbound tickets and accelerating issue resolution.
Culture and Collaboration
Facilitated cross-functional collaboration through regular alignment sessions and performance retrospectives.
Invested in team development and coaching to promote shared goals, consistent standards and a customer-first mindset.
Outcomes Delivered
Customer Experience: CSAT rose from 5.5 to 9.1; churn reduced from 9% to 3%.
Operational Efficiency: Cost-to-serve dropped from 6% to 4% of revenue; digital-first resolutions increased from under 1% to 15%.
Professional Services: Margins improved from –14% to +12%; revenue hit forecast consistently.
Customer Success Engagement: 97% of new customers adopted the engagement model; 42% opted for premium services.
Employee Engagement: Team NPS rose from –15 to +75, reflecting increased motivation and alignment.
As part of the EMEA leadership team, I led the turnaround of a $750 million business that had suffered years of underperformance due to fragmented leadership, inconsistent sales execution, and poor cross-functional alignment. The business faced low team morale, unreliable pipeline forecasting, and a lack of trust between regional and country-level teams.
We began by re-establishing trust through consistent engagement with local leaders and involving them in strategy development. A detailed pipeline audit removed inflated or unqualified deals and set a new baseline for forecasting. Roles and responsibilities across Sales, Marketing, Business Development, and Operations were clarified, creating accountability and cohesion across all customer-facing functions.
We introduced a region-wide enablement programme—Selling IT as a Business—focused on building commercial confidence, value articulation, and financial acumen. Sales teams were trained to frame propositions in business impact terms, enabling stronger engagement with senior IT and business buyers.
A repeatable six-week sales play model was launched to drive structured go-to-market execution. Each play was planned collaboratively and included campaign content creation, training, account targeting, outreach, and deal qualification—all tracked against clear KPIs.
To further strengthen pipeline quality, we replaced volume-based targets with metrics focused on velocity, conversion, and opportunity quality. We also implemented new forecasting models and deal reviews, improving data integrity and decision-making.
Regular in-person visits and workshops with country teams helped rebuild a culture of shared ownership and regional alignment.
Results included:
109% of annual revenue target achieved in Year 2
Over $100M in qualified pipeline from sales plays
Marked improvement in forecast accuracy and sales engagement
EMEA recognised globally as a benchmark for operational excellence
This success proved that even large, complex organisations can achieve sustainable growth through disciplined execution, strategic clarity, and cultural cohesion.
Following the acquisition of a leading electronic invoicing and accounts payable automation provider by a global software company, I was appointed to lead the integration programme and subsequently took charge of the global sales function. The business, which operated a secure digital network enabling automated invoice processing between buyers and suppliers, faced several systemic challenges that had contributed to a steady decline in revenue and customer engagement.
At the time of acquisition, around 80% of revenue was transaction-based with buyers and suppliers paying a fee per invoice processed. Once signed the revenue from a customer did operate on a predictable monthly volume. The organisation had not signed a new customer in over three years, and both transaction volumes and revenue had been in consistent decline. Account Management who managed the buyers and the Supplier Sales teams operated in silos despite the performance on each team was closely related to each others activities. Proactive customer engagement was virtually absent. Additionally, past cost-cutting measures and retrospective changes to compensation plans had demoralised staff and damaged trust.
Action Plan
To reverse this trend, with the leadership team we designed and implemented a comprehensive transformation programme focusing on alignment, engagement, and performance management.
Organisational Restructure: The Account Management function was realigned to separate teams across EMEA and the US, creating consistent practices and clearer accountability. The Supplier Sales function was also restructured to support cross-regional coordination and collaboration.
Team Engagement : Introduced regular team forums and strategic workshops to surface concerns, rebuild trust, and align everyone behind a renewed growth mission. Open communication channels helped shift the culture from reactive to proactive.
Incentive and Compensation Reform: A new, transparent compensation structure was implemented to align incentives with growth objectives and rebuild credibility among the sales and account teams.
Cross-Functional Account Planning: Account and supplier teams began working jointly at the account level, developing coordinated growth strategies and identifying expansion opportunities.
Customer Engagement Framework: A structured account engagement model was introduced, supported by clear sales plays, tailored value propositions, and consistent delivery across the customer lifecycle. This was underpinned by rigorous tracking and execution reviews.
Data and Performance Visibility: We launched dashboards to monitor account-level activity, customer engagement, and revenue metrics, enabling managers to coach effectively and drive performance based on real-time data.
Outcomes
Revenue Growth: Reversed a three-year decline with an 8% increase in revenue.
Retention: Gross Revenue Retention improved from 91% to 96%.
Target Achievement: The team exceeded its annual revenue goal, achieving 112%.
Customer Retention: Retained the largest customer after a previously announced departure.
Account Expansion: Active growth initiatives launched in 25% of accounts.
Employee Engagement: Morale significantly improved, with stronger collaboration and a renewed sense of purpose across teams.
Conclusion
This demonstrated how a focused strategy centred on organisational alignment, customer engagement, and data-driven performance management can revitalise a struggling business. By re-energising teams and re-engaging customers, we delivered measurable growth and built a platform for sustained success.
I led the EMEA sales organisation for a cybersecurity software provider with an annual recurring revenue (ARR) target of approximately $40 million. At the outset, performance was inconsistent - hitting target one quarter out of every three - and the business had repeatedly missed its full-year objectives. The region was divided into three sub-regions, each with five salespeople. However, in each team, only one individual was consistently performing, while the remainder delivered minimal results.
The sales model was heavily skewed towards new business acquisition, with limited focus on strategic account development. Reps were assigned industry-based territories containing hundreds of accounts, without any prioritisation or clarity on Ideal Customer Profiles (ICP). Demand generation activities were limited and lacked targeting - mainly consisting of broad marketing campaigns and attendance at general industry events.
Key Interventions
To drive transformation and performance improvement, I implemented a structured, focused approach:
Defined clear ICPs across the product portfolio to guide prospecting and messaging.
Re-segmented territories, working with each salesperson to define a focused set of 20 high-potential target accounts.
Built a structured demand generation programme, including value-led messaging, direct marketing, and coordinated outbound call campaigns.
Launched a quarterly sales kick-off followed by a competitive call-out day, with prizes for opportunity identification and later awards for closed deals - fostering engagement and accountability.
Introduced rigorous pipeline and forecasting disciplines, improving accuracy and management visibility.
Increased direct customer engagement, ensuring consistent touchpoints with high-priority prospects and accounts.
Results Delivered
Achieved and exceeded the regional ARR target.
Grew new bookings by 40% year-on-year.
All sales team members contributed to pipeline and closed revenue.
Secured three major new long-term customers.
I led the Customer Success function within the recruitment software division of a UK-based software group operating across seven distinct business units. This particular division was formed by consolidating five acquisitions that create four independent product lines—CRM, Pay & Bill, Candidate Screening, and Website Creation—each with its own commercial model, delivery process, and operational legacy.
The vision was to provide an integrated software suite to recruitment agencies, enabling seamless front-to-back office operations. However, the business was highly fragmented, and several structural and operational challenges were limiting customer satisfaction, scalability, and profitability.
Key Challenges Identified
Customer Success, Professional Services, and Support teams were siloed and misaligned, each working independently across different product lines.
The Support team was reactive and underperforming, with customer satisfaction (CSAT) scores stuck at 5.1.
The Professional Services function was consistently loss-making and failed to meet delivery targets.
There was no alignment with the GTM models nor differentiation of service by size of customer.
The CRM and Screening teams provided inconsistent customer experiences, while the Website business suffered from project backlogs and creative delivery bottlenecks.
Cross-functional handoffs were poorly defined, leading to confusion and inconsistent customer journeys.
To address these challenges, the we built a program of activities that was focused in four core areas:
Integrated Organisational Structure
Merged the Support function into a single, workflow-driven team and introduced a “digital-first” support strategy, reducing dependency on reactive human intervention.
Reorganised Professional Services according to the required delivery model
For larger customers we maintained a project based services model but working to standardised onboarding plans
Built out structured “Time to Value” onboarding framework for smaller customer that followed a digital self service approach complemented with remote project managers. This accelerated the onboarding timeframe and delivered a consistent and good experience or these customers within a cost effective approach.
“Make Every Month” delivery model, enabling consistent outturn of revenue against forecast every month and quarter.
Consolidated Customer Success Managers (CSMs) into a cross-trained, centralised team, deploying consistent engagement strategies and product-agnostic service models.
Legacy Project Remediation
Mobilised dedicated taskforces to address a significant backlog of incomplete website and onboarding projects.
Re-engaged affected customers, either bringing projects to completion or mutually agreeing to close them out professionally.
Customer Engagement and Measurement
Introduced comprehensive tracking across all customer touchpoints to improve visibility and accountability.
Launched a new customer support portal with searchable self-serve knowledge content, reducing inbound tickets and accelerating issue resolution.
Culture and Collaboration
Facilitated cross-functional collaboration through regular alignment sessions and performance retrospectives.
Invested in team development and coaching to promote shared goals, consistent standards and a customer-first mindset.
Outcomes Delivered
Customer Experience: CSAT rose from 5.5 to 9.1; churn reduced from 9% to 3%.
Operational Efficiency: Cost-to-serve dropped from 6% to 4% of revenue; digital-first resolutions increased from under 1% to 15%.
Professional Services: Margins improved from –14% to +12%; revenue hit forecast consistently.
Customer Success Engagement: 97% of new customers adopted the engagement model; 42% opted for premium services.
Employee Engagement: Team NPS rose from –15 to +75, reflecting increased motivation and alignment.
As part of the EMEA leadership team, I led the turnaround of a $750 million business that had suffered years of underperformance due to fragmented leadership, inconsistent sales execution, and poor cross-functional alignment. The business faced low team morale, unreliable pipeline forecasting, and a lack of trust between regional and country-level teams.
We began by re-establishing trust through consistent engagement with local leaders and involving them in strategy development. A detailed pipeline audit removed inflated or unqualified deals and set a new baseline for forecasting. Roles and responsibilities across Sales, Marketing, Business Development, and Operations were clarified, creating accountability and cohesion across all customer-facing functions.
We introduced a region-wide enablement programme—Selling IT as a Business—focused on building commercial confidence, value articulation, and financial acumen. Sales teams were trained to frame propositions in business impact terms, enabling stronger engagement with senior IT and business buyers.
A repeatable six-week sales play model was launched to drive structured go-to-market execution. Each play was planned collaboratively and included campaign content creation, training, account targeting, outreach, and deal qualification—all tracked against clear KPIs.
To further strengthen pipeline quality, we replaced volume-based targets with metrics focused on velocity, conversion, and opportunity quality. We also implemented new forecasting models and deal reviews, improving data integrity and decision-making.
Regular in-person visits and workshops with country teams helped rebuild a culture of shared ownership and regional alignment.
Results included:
109% of annual revenue target achieved in Year 2
Over $100M in qualified pipeline from sales plays
Marked improvement in forecast accuracy and sales engagement
EMEA recognised globally as a benchmark for operational excellence
This success proved that even large, complex organisations can achieve sustainable growth through disciplined execution, strategic clarity, and cultural cohesion.
Following the acquisition of a leading electronic invoicing and accounts payable automation provider by a global software company, I was appointed to lead the integration programme and subsequently took charge of the global sales function. The business, which operated a secure digital network enabling automated invoice processing between buyers and suppliers, faced several systemic challenges that had contributed to a steady decline in revenue and customer engagement.
At the time of acquisition, around 80% of revenue was transaction-based with buyers and suppliers paying a fee per invoice processed. Once signed the revenue from a customer did operate on a predictable monthly volume. The organisation had not signed a new customer in over three years, and both transaction volumes and revenue had been in consistent decline. Account Management who managed the buyers and the Supplier Sales teams operated in silos despite the performance on each team was closely related to each others activities. Proactive customer engagement was virtually absent. Additionally, past cost-cutting measures and retrospective changes to compensation plans had demoralised staff and damaged trust.
Action Plan
To reverse this trend, with the leadership team we designed and implemented a comprehensive transformation programme focusing on alignment, engagement, and performance management.
Organisational Restructure: The Account Management function was realigned to separate teams across EMEA and the US, creating consistent practices and clearer accountability. The Supplier Sales function was also restructured to support cross-regional coordination and collaboration.
Team Engagement : Introduced regular team forums and strategic workshops to surface concerns, rebuild trust, and align everyone behind a renewed growth mission. Open communication channels helped shift the culture from reactive to proactive.
Incentive and Compensation Reform: A new, transparent compensation structure was implemented to align incentives with growth objectives and rebuild credibility among the sales and account teams.
Cross-Functional Account Planning: Account and supplier teams began working jointly at the account level, developing coordinated growth strategies and identifying expansion opportunities.
Customer Engagement Framework: A structured account engagement model was introduced, supported by clear sales plays, tailored value propositions, and consistent delivery across the customer lifecycle. This was underpinned by rigorous tracking and execution reviews.
Data and Performance Visibility: We launched dashboards to monitor account-level activity, customer engagement, and revenue metrics, enabling managers to coach effectively and drive performance based on real-time data.
Outcomes
Revenue Growth: Reversed a three-year decline with an 8% increase in revenue.
Retention: Gross Revenue Retention improved from 91% to 96%.
Target Achievement: The team exceeded its annual revenue goal, achieving 112%.
Customer Retention: Retained the largest customer after a previously announced departure.
Account Expansion: Active growth initiatives launched in 25% of accounts.
Employee Engagement: Morale significantly improved, with stronger collaboration and a renewed sense of purpose across teams.
Conclusion
This demonstrated how a focused strategy centred on organisational alignment, customer engagement, and data-driven performance management can revitalise a struggling business. By re-energising teams and re-engaging customers, we delivered measurable growth and built a platform for sustained success.
I first met Alastair many years ago when we worked together in Sales Operations at Peregrine. His leadership was instrumental in restructuring the company, ultimately leading to a successful sale to Hewlett Packard. More recently, I had the pleasure of working with him again when I was heading up Sales Operations at Tungsten Automation and needed support in building out a Deal Manager function. Alastair excelled at recruiting top talent and developing the team into a highly effective global deal desk function. His versatility was further demonstrated when he then transitioned seamlessly into leading Tungsten Networks, a newly acquired business. Alastair not only re-organized the team but also drove significant revenue growth, consistently overachieving on targets. Alastair is an exceptionally versatile leader, a natural problem solver, and an outstanding mentor. His ability to develop people and guide them toward success is hugely valuable. He's annoyingly successful at every challenge he takes on, making him a true asset to any organization that is lucky enough to hire him!
I was fortunate enough to work with Alastair as we worked as part of a team to evolve the Recruitment offering at Access. For 3 years we jointly managed relationships with customers through some of our most complex projects, where his honesty, calm approach and ability to spot the issues before they became major issues was a real asset to me and the rest of the team. He has a passion for customer success and operational efficiency and as such I'd thoroughly recommend him.
I reported into and worked with Alastair for 4 years at the Access Group. Inspirational and forward thinking leadership helped not only me as an individual, but the whole team evolve, develop and deliver high quality success consistently across the customer base. A calming and motivational influence, supportive in every scenario; Alastair is always several steps ahead of anyone else in the game cultivating excellence and growth.
I reported directly to Alastair at Imperva as the Southern and Med AVP and I really did appreciated our productive and collaborative work relationship. Alastair focused on building a strong EMEA teamwork and culture. He has also done a very insightful 360 review to define a clear actionable strategy to reach the goals. He has put in place the infrastructure to focus the teams on short and midterm plans to sustain quarter on quarter growth. Alastair spent a lot of time on the field with the team to meet our customers and partners and was very involved in account planning and close plans reviews with a very constructive approach. Overall all, I very much appreciated our collaboration, and would strongly recommend him as great strategic leader and would love to have the opportunity to work for him again.
I worked for Alastair when he ran the HP Software business in UK & I. Alastair is a great leader he has the right balance of being both a strategic thinker but being able to lead people in the right way to execute those strategies to deliver results. He is able to take a step back from a problem, simplify it and find a resolution. I found I was also able to take an opposing view to Alastair and he would listen to my view and if appropriate change his position on a situation. However he was also able to present his position in a structured way as to help me understand were I might be wrong and enable me to rethink my view. I would not hesitate to recommend Alastair or work with him again.
I have been very fortunate to have worked for and alongside Alastair over the years. Having had the benefit of his coaching and guidance under his leadership and in addition to partnering together as we led the transformational change in our respective business units. When it comes to building the strategy, leading the change agenda, making the team operationally effective and all forms of sales transformation, Alastair is your man! If you're lucky, you will think of the next three to five steps when it comes to driving the growth agenda, Alastair will think of the next ten plus. Period.
I worked for Alastair at HPE Software reporting into him as Sales Manager for the Territory Sales team and prior to this was part of the wider UK team working under his leadership in his role of VP & GM UK&I. The Territory Sales Manager role was my first year in Sales Management and Alastair was very supportive as we built a new team from scratch to directly address the mid-market commercial space. This was breaking new ground and Alastair empowered me to get the job done while also providing coaching, guidance and his expertise to both myself and the team as a whole which resulted in delivering double digit revenue growth. Throughout my time working with Alastair (either directly or indirectly) I have always found him to be approachable and a good-sounding board. A key strength is his ability to step-back from a challenge, look at it from a different perspective and offer alternative solutions.
I have worked with and for Alastair at three separate companies. Alastair is an excellent people manager. He agrees objectives and lets you manage the team to achieve these targets without undue interference or abdication. He has a very direct and professional approach to resolving conflicts effectively. His greatest skill is that he inspires each member of the team to give their best performance without ever needing to resort poor or unprofessional activities.
I have worked for and with Alastair over the last 3 years, in both Business Development and Sales Management positions. In his role as VP of Business Development he created a strong strategy and got the buy in of his team to execute on the plan. He also has exceptional change management understanding which always helped us to minimize disruption to the business as we rolled out new plans. During his time as VP and GM of UK & I Software, I have always been impressed on his ability to build his team and to empower the team to hit targets. I would have no problem recommending Alastair to any potential employer.
Over a 10 year period, I've had various working relationships with Alastair, including a 2 year period as my manager. Alastair's core strengths are his steady hand, strong people orientation, team-building abilities and his ability to step back from a situation and really analyse. This latter skill is key requirement for strategic planning -- and his determination to establish "root cause" and agree underlying issues before hurtling down a potential blind alley is a skill he has coached me in and led by example in executing. I would have not hesitation in acting as a personal reference for Alastair in any of the roles that I have seen him operate in.
Work With Alastair
Let's talk…
If your company is at a growth inflection point, post-acquisition phase, or in need of sales transformation—I can help you build a sustainable path forward.
If you’d like to talk about a fractional role, consultancy project or other engagement please do reach out to me.
